Dagens forskningsprojekt kräver minst lika mycket metodik och styrning som andra projekt, men studier av hur man driver och leder forskningsprojekt är fortfarande väldigt få. Syftet med den här uppsatsen har varit att utforska forskningsprojektet som arketyp och genom tio kvalitativa intervjuer få insikt om hur individer upplever att arbeta med forskningsprojekt.  Den här studien kommer visa på en del av den problematik som finns inom den akademiska naturvetenskapliga forskningen. En av den är att individens framgång dominerar över gruppens, vilket gör det svårt att samarbeta och bidrar till konkurrens mellan kollegor.  En del av den här studien berör psykosocial arbetsmiljö och ledarskap. Forskare tenderar till att arbeta oändliga timmar och har generellt svårt att sätta upp gränser för att ta vara på fritid och familj, något som kan leda till utbrändhet. Den osäkra miljön, konkurrensen och ambitionerna som finns kan leda till att destruktiva ledarskap får fotfäste. Alla de faktorer i kombination med att forskaren nästan uteslutande drivs av inre motivation, eftersom den yttre återkopplingen sällan finns, drabbas många av en känsla av otillräcklighet och bristande självförtroende. / Today's research projects require at least as much methodology and management as other projects, but studies on how to run and manage research projects are still very few. The purpose of this study has been to explore the research project as an archetype and through ten qualitative interviews gain insight into how individuals experience working with research projects.  This study will highlight some of the problems that exist in academic scientific research. One of them is that the success of the individual dominates over that of the group, making it difficult to collaborate and contributing to competition between colleagues.  Part of this study concerns the psychosocial work environment and leadership. Researchers tend to work endless hours and generally find it difficult to set boundaries to allow for leisure and family time, which can lead to burnout. The precarious environment, competition and ambitions that exist can lead to destructive leadership taking root. All of these factors, combined with the fact that the researcher is driven almost exclusively by internal motivation with little external feedback, leave many suffering from a sense of inadequacy and lack of self-confidence.

The loss of 6 million U.S. manufacturing jobs since 2000 has severely affected communities that have lost a vital source of employment. Voluntary employee turnover has compounded the problem. The purpose of this correlational study was to examine the relationship between employee turnover and destructive leadership behaviors of managers in small and medium enterprise (SME) manufacturing businesses in Warren County, New Jersey. The constructive-destructive leadership model formed the theoretical framework for the study. A random sample of 96 SME manufacturing firm employees completed the destructive leadership scale (DLS), multifactor leadership questionnaire (MLQ), and the turnover intention scale (TIS-6) via an online survey. Multiple linear regression analyses and Pearson-product correlation coefficients were used to predict employee turnover. Tyrannical leadership and laissez-faire leadership were the only significant contributors to the regression model. Implications for social change include providing business managers with information needed to maintain or increase employee retention levels, which may improve employee morale, increase job satisfaction, and enhance customer satisfaction in the communities served.

Background: Destructive leadership seeks to explain how leaders create harmful outcomes in an organizational setting – and why do they choose to do so. However, as with most leadership theories, process models are designed with a traditional office setting in mind which has its own distinct characteristics. Remote working has surged in prevalence in the last two years due to the COVID-19 pandemic and features multiple key differences, including increased social isolation and a decrease in communication quality. The combination of this novel and different context with a high likelihood of employees experiencing destructive leadership during their career, it is of high relevance to critically examine destructive leadership processes in a remote setting. Purpose: The purpose of this study is to adapt the proposed framework of destructive leadership by Krasikova et al. (2013) in a remote working environment, and to provide a greater understanding of destructive leadership processes in a less familiar context. Through exploring a new working context, this research aims to expand the understanding of destructive leadership, its situational factors, processes, and possible destructive outcomes in the ‘modern’ workplace. Method: Our methods were built on the choices of inductive qualitative research. Ten semi-structured interviews with leaders and followers were conducted by utilizing the casemethod, and more precisely, the case-oriented research design. The use of case-oriented research design and thematic analysis allowed us to engage in within- and cross-case comparisons and enabled us to generate new insights and to further develop remote working specific factors in the destructive leadership processes. Conclusion: The results of the study demonstrate that remote working environment influences three main areas of destructive leadership: the organizational context behind the process of choosing to engage in destructive leadership, the process of discovery and organizational response, and by establishing feedback loops from existing destructive leadership that leads to further resource shortages.

It has been a lot of talking about who’s president’s fault has been for the crisis that Started in the United States and how it spread around the world. Is it really a specific group of people’s fault? Our leaders’ responsibility to prevent all this? Or is it all of our fault for living in the illusions leaders created for us in order to keep being elected? I am not here to point fingers but, rather, analyzing what has happened by researching legislations that passed and did not pass, and who lobbied and why they lobbied on specific legislations that could have made a difference in the economic situation but were never given the chance. The research are mainly on the years right before the 2007- 2008 recession and specifically from 2004 to 2006. I conclude with analyzing the types of leadership styles that I feel have influenced the current situation and what is the follower’s responsibility in letting it happen, why, and how they could change the situation.

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Problemformulering: Hur beskriver medarbetare destruktivt ledarskap? Syfte: Studiens syfte är att beskriva destruktivt ledarskap utifrån ettmedarbetarperspektiv. Metod: Studien följer en deduktiv ansats och bygger på en kvalitativforskningsstrategi, studiens empiriska material har insamlats genomsemistrukturerade intervjuer samt bearbetats och tolkats med utgångspunkt i enkvalitativ innehållsanalys. Slutsats: Medarbetare beskriver destruktivt ledarskap som ett stort problem vilketmedför en rad allvarliga konsekvenser som därmed bör tas på allvar. Det framgårockså tydligt att medarbetares upplevelser och perspektiv är betydande för förståelsenav fenomenet destruktivt ledarskap och därför bör beaktas i större utsträckning ipraktiken. Vi kan även konstatera att organisationers sätt att hantera destruktivtledarskap riskerar att förvärra konsekvenserna för medarbetare och klienter. / Research question: How do employees describe destructive leadership? Purpose: The purpose of this study is to describe destructive leadership from anemployee perspective. Method: The study follows a deductive approach and is based on a qualitativeresearch strategy, the empirical material of the study has been collected throughsemi-structured interviews and processed and interpreted on the basis of a qualitativecontent analysis. Conclusion: Employees describe destructive leadership as a major problem whichbrings a series of serious consequences that should be taken seriously. It also appearsthat the employees experiences and perspective is significant for the understanding ofthe phenomenon of destructive leadership and therefore should be taken intoconsideration on a larger scale in practice. We can also state that the organization’sapproach to cope with destructive leadership risks worsening the consequences foremployees and clients.

Leadership style can have major consequences for the employees’ work environment and well-being. There are several theories that focus on the positive aspects of leadership styles, such as transformative, coaching, and situational leadership, which constitute the theoretical frameworks for the present study. It has also been recognized that destructive leadership behaviors can have a negative impact on the employees and the organization. The purpose of the present study was to investigate what, according to managers, characterizes constructive leadership and destructive leadership, and whether these characteristics originate in individual or organizational factors. Four managers working in private companies in Stockholm with varying backgrounds and industries were found through snowball selection and were interviewed. Data were analyzed using thematic analysis. The result showed that managers characterize constructive leadership as motivation, communication, self-efficacy, coaching approach, situational adjustment, development opportunities, recruitment, and participation. Destructive leadership was characterized as inefficiency, lack of experience, authority-related issues, micro-management lack of time, and organizational culture. These characteristics were further categorized as follows. The individual factors that were identified for constructive leadership were motivation, communication, self-efficacy, coaching approach, situational adjustment and for destructive leadership are inefficiency, lack of experience, authority-related issues and micro-leadership. The organizational factors that were identified for constructive leadership were development opportunities, recruitment, participation, and for destructive leadership the factors were lack of time and organizational culture. The analysis illustrates leadership as a complex process where knowledge about leadership styles gives great possibility to practicing constructive leadership. At the same time, it must be noted that organizational factors have a major impact on the leaders' ability to apply constructive leadership and, in the worst-case scenario, can result in behaviors leading to destructive leadership. The study is very limited in terms of representativeness since the population was very small and the purpose was explorative. / Ledarskapets utformning kan innebära stora konsekvenser för de anställdas arbetsmiljö och välmående. Det finns flera teorier om ledarskapsstilar som fokuserar på de positiva aspekterna av ledarskap, såsom transformativt, coachande och situationsanpassat ledarskapsstil, vilka utgör teoretisk ram för denna uppsats. Det har även uppmärksammats att destruktiva ledarbeteenden kan ha en negativ inverkan på de anställda och organisationen. Syftet med denna studie var att undersöka vad chefer anser orsakar ett konstruktivt respektive destruktivt ledarskap samt vilka av dessa orsaker anser chefer härstammar i individuella respektive organisatoriska faktorer. Första frågeställningen var; vad anser chefer kännetecknar ett konstruktivt respektive destruktivt ledarskap? Den andra frågeställningen var; vilka av dessa kännetecken anser chefer härstammar i individuella respektive organisatoriska faktorer? Fyra stycken chefer inom privata företag i Stockholm med varierande bakgrund och bransch hittades genom snöbollsurval och intervjuades. Data analyserades med tematisk analys. Resultatet visade att chefer anser att konstruktivt ledarskap kännetecknas av motivation, kommunikation, självbestämmelse, coachande förhållningssätt, situationsanpassning, utvecklingsmöjligheter, rekrytering, delaktighet och destruktivt ledarskap kännetecknas av ineffektivitet, erfarenhetsbrist, auktoritetsproblematik, mikroledarskap tidsbrist och bristande organisationskultur. Dessa faktorer delas upp i individuella och organisatoriska faktorer enligt följande. Individuella faktorer som identifierades för konstruktivt ledarskap var motivation, kommunikation, självbestämmelse, coachande förhållningssätt och situationsanpassning. För destruktivt ledarskap identifierades ineffektivitet, erfarenhetsbrist, auktoritetsproblematik och mikroledarskap som individuella faktorer. De organisatoriska faktorer som identifierades för konstruktivt ledarskap var utvecklingsmöjligheter, rekrytering, delaktighet och för destruktivt ledarskap identifierades faktorerna tidsbrist och organisationskultur. Analysen åskådliggör ledarskapet som en komplex process där kunskap kring ledarskapsstilar ger stor fördel för tillämpning av ett konstruktivt ledarskap. Samtidigt måste det uppmärksammas att organisatoriska faktorer har storpåverkan på ledarnas möjlighet till tillämpning av ett konstruktivt ledarskap och kan i värsta fall resultera i beteenden som leder till destruktivt ledarskap. Studien är kraftigt begränsat i termer av representativitet då urvalet var mycket litet och syftet var explorativt.

This thesis examines the effects of the UGL course (Development of Group and Leader), a popular leadership training program in Sweden. The study analyzes differences in leadership styles, particularly transformational and destructive leadership, between leaders who have completed the UGL course and those who have not. Using a quantitative method, participants self-evaluate their leadership behaviors with the Developmental Leadership Questionnaire (DLQ). The results indicate that UGL participants report an increase in transformational leadership and a decrease in destructive leadership, although these changes were not statistically significant. The study highlights how self-awareness, a major component of UGL, can influence leadership quality. It also points to the need for further research with larger and more diverse sample groups to validate the results and establish statistical significance.

La documentation scientifique s’intéresse généralement aux formes de leadership destructif et constructif et à leurs conséquences de façon isolée. Ainsi, peu d’attention a été portée au positionnement des comportements destructifs par rapport aux comportements constructifs. Or, l’étude de leur amalgame s’avère importante dans le contexte où un gestionnaire étant perçu à la fois comme une source de stress et de soutien pourrait être plus délétère pour ses employés qu’un gestionnaire étant plus clairement perçu comme une source de stress. Ce phénomène nommé exacerbation intra-source soutient qu’un un profil de leadership caractérisé par l’utilisation conjointe de comportements destructifs et constructifs serait plus délétère pour le bien-être et la performance des employés, qu’un profil plus clairement destructif. Ce phénomène serait théoriquement expliqué par la perception d’incertitude des comportements du gestionnaire. Cette thèse propose à travers deux articles d’examiner les amalgames de comportements de leadership destructif et constructif présentés par les gestionnaires et leurs liens avec l’épanouissement au travail et l’habilitation comportementale des employés, des indicateurs de bien-être et de performance. Elle propose aussi de vérifier si ces amalgames sont liés à la perception d’incertitude des comportements du gestionnaire. Le premier article vérifie les combinaisons de leadership tyrannique et transformationnel perçues par 2104 employés d’une organisation policière. Les résultats montrent que les gestionnaires de cette organisation amalgament ces comportements et qu’un profil caractérisé par des niveaux légèrement sous la moyenne à la fois de de leadership tyrannique et de leadership transformationnel serait plus néfaste pour l’épanouissement et iv l’habilitation comportementale des employés, qu’un profil de leadership plus clairement destructif ou un profil plus constructif. Le second article élargit le champ de recherche en s’intéressant à un ensemble plus large de comportements représentatifs du spectre du leadership destructif-constructif. Les combinaisons de leadership et leur lien avec l’épanouissement, l’habilitation comportementale et l’incertitude des comportements du gestionnaire sont investigués par l’entremise des perceptions de 305 employés d’une organisation du secteur des ressources naturelles. Les résultats obtenus dans cette organisation soutiennent également que les gestionnaires amalgament des comportements destructifs et constructifs. Certains gestionnaires présentent un profil généralement constructif, mais caractérisé par plus de comportements destructifs, comparativement à d’autres ayant un profil plus clairement constructif. Un dernier profil de gestionnaires plus destructifs est observé et serait lié aux niveaux les plus faibles d’épanouissement et d’habilitation comportementale, ainsi que le plus élevé d’incertitude, ne soutenant pas la présence d’exacerbation intra-source. L’exacerbation intra-source est toutefois observée en présence de dyades spécifiques de comportements de leadership. Cette thèse contribue à améliorer notre compréhension des combinaisons comportementales de leadership typiquement présentées par les gestionnaires. Elle contribue aussi à l’identification des conditions précises dans lesquelles l’exacerbation intra-source est élicitée dans le contexte du leadership. Ce phénomène serait uniquement observé sur l’épanouissement et l’habilitation comportementale en présence de dyades spécifiques de comportements destructifs et constructifs reposant sur le même mécanisme d’influence. Dans cette optique, seule une de ces dyades serait liée à la perception d’incertitude, ouvrant ainsi à la possibilité à l’existence de plus d’un mécanisme explicatif de l’exacerbation intra-source. / The scientific literature generally focuses on forms of destructive and constructive leadership and their consequences in isolation. Little attention has been paid to the positioning of destructive behaviors in relation to constructive behaviors. However, the examination of their combinations is an important matter considering that a leader who is perceived as a source of stress and support could be more deleterious for his employees than a leader who is more clearly perceived as a source of stress. This phenomenon, called within-domain exacerbation, suggests that a leadership profile characterized by both destructive and constructive behaviors would be more deleterious for employees’ well-being and performance than one more clearly characterized by destructive behaviors. This phenomenon is theoretically explained by perception of the leader’s behaviors uncertainty. This thesis proposes through two articles to examine how leaders combine destructive and constructive behaviors and how these combinations are related with thriving at work and behavioral empowerment, respectively indicators of well-being and performance. It also proposes to verify if these combinations are related to perceptions of the leader’s behaviors uncertainty. The first article examines combinations of petty tyranny and transformational leadership perceived by 2104 employees of a police organization. Results show that leaders of this organization do combine these behaviors and that a profile characterized by slightly below average levels of petty tyranny and transformational leadership appears to be more deleterious for employees thriving and behavioral empowerment, compared to a more clearly destructive profile and a more constructive profile. The second article considers a broader set of behaviors representative of the destructive-constructive leadership spectrum. Combinations of leadership behaviors and their vii relations with thriving, behavioral empowerment, and the leader’s behaviors uncertainty were investigated through the perception of 305 employees of an organization working in the natural resource industry. Results also show leaders of this organization do combine destructive and constructive behaviors. Some leaders present a generally constructive profile, but characterized by higher levels of destructive behaviors, compared to others who present a more clearly constructive profile. A destructive leadership profile was also observed and is related to the lowest levels of thriving and behaviors empowerment, and the highest level of uncertainty, not supporting the presence of within-domain exacerbation. However, within-domain exacerbation is observed in the presence of specific dyadic combination of leadership behaviors. This thesis contributes to improve our understanding of the leadership profiles typically presented by leaders. It also contributes to the identification of the precise conditions under which within-domain exacerbation is elicited when leadership behaviors are considered. This phenomenon is only observed on thriving at work and behavioral empowerment when leaders present a specific dyadic combination of destructive and constructive behaviors which rely on the same influence mechanism. Moreover, only one of these specific combinations is related to perception of uncertainty, suggesting more than one mechanism could underpin within-domain exacerbation.

Les conséquences du leadership destructeur ont largement été documentées et étudiées; les impacts sur les subordonnés sont vastes et représentent un coût très important pour les organisations. Il en est de même pour le gestionnaire émetteur de ces comportements. Pourtant, on connaît actuellement un débalancement au sein de la littérature quant aux études recensant les conséquences versus les antécédents du leadership destructeur, alors qu’une meilleure compréhension des antécédents nous permettrait de pouvoir prévenir ces comportements. De plus, peu d’études se sont intéressées au vécu du gestionnaire lui-même et son contexte tel qu’il le perçoit ainsi qu’à la relation entre sa santé psychologique, plus précisément l’épuisement professionnel et ses comportements de leadership. Cette thèse cherche à fournir des éléments de réponses à ces lacunes à travers deux objectifs. Le premier objectif de cette thèse est de mieux comprendre comment un gestionnaire en vient à émettre ce type de comportements, entre autres à mieux comprendre la relation entre la perception qu’il a de son contexte de travail, son niveau d’épuisement professionnel et la fréquence à laquelle il émet des comportements de leadership destructeur en utilisant un modèle de médiation. Le second objectif est l’étude des ressources personnelles du gestionnaire et comment celles-ci peuvent faire une différence quant au niveau d’épuisement du gestionnaire. L’innovation de cette thèse réside dans son modèle intégrateur permettant de mieux comprendre la relation entre ces différentes variables et leur impact respectif sur le leadership. Pour ce faire, plus de 500 gestionnaires ont été interrogés sur leur contexte de travail, leur épuisement professionnel et leurs comportements de leadership. Des analyses de médiation modérée à l’aide du logiciel statistique « JASP » ont été réalisées. Les résultats indiquent un effet de médiation de l’épuisement professionnel entre les demandes psychologiques et le leadership destructeur, mais uniquement pour le leadership passif-évitant ainsi qu’un effet de modération des ressources personnelles. Plus particulièrement, les habiletés politiques modèreraient la relation entre les demandes psychologiques et l’épuisement professionnel, dans ce sens où plus un gestionnaire perçoit une charge de travail élevée, plus il aurait recours à ses habiletés politiques et pourrait vivre un épuisement professionnel supérieur à celui des personnes ayant peu d’habiletés politiques. Les principaux constats de cette étude doctorale sont discutés dans les prochaines pages et ce, à la lumière de l’état actuel des connaissances. Les contributions, les limites ainsi que les pistes de recherches futures qui en découlent sont également présentées. / The consequences of destructive leadership have been widely documented and studied. The impact on subordinates is vast and represents a very significant cost to organizations, as well as for the managers exhibiting such behaviors. However, the literature is currently missing key elements in terms of studies that observe the consequences of those behaviors versus their antecedents. If we are to prevent destructive behaviors, a better understanding of the antecedents is needed. Furthermore, few studies have focused on managers’ experiences and the contexts in which they perceive those experiences, or the links between managers’ psychological health—or more specifically, their exhaustion at work—and their leadership behaviors. This thesis aims to address these gaps in the literature through two objectives. The first objective is to gain a better understanding of how managers come to engage in destructive behaviors, including an analysis of the relationship between their perception of their work context, their level of burnout and the frequency with which they exhibit destructive leadership behaviors. The second objective is to study managers’ personal resources and their possible impacts on the level of burnout experienced. The innovation of this thesis lies in its integrative model which permits a better understanding of the relationship between these variables as well as their respective impacts on leadership. To this end, over 500 managers were interviewed about their work context, burnout and leadership behaviors. Moderated mediation analyses were performed using JASP statistical software. The results reveal that burnout has a mediating effect on the relationship between psychological demands and destructive leadership, but only in the case of passive-avoidant leadership, and that burnout has a moderating effect on personal resources. More specifically, political skills moderate the relationship between psychological demands and burnout, in that the higher a manager perceives their workload to be, the more they resort to their political skills, and they may experience greater burnout than those with lesser political skills. The main findings of this doctoral study are discussed in the following pages in the light of the current state of knowledge. Contributions, limitations and possible avenues for future research are also presented.