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DESTRUCTIVE LEADERSHIP, JOB STRESS, JOB PERFORMANCE AND

JOB SATISFACTION RELATIONSHIP

Muhammad Aqib Jamil, Awais Malik 

University Of Central Punjab, UCP Business Sh!!l, "#$hayaban#%#Jinnah &!ad, J!har '!wn,

(ah!re, Pakistan)

Keywords* destrutive leadershi+, j!b stress, j!b satisfati!n, j!b +erf!rmane

Introd!t"on#

r!m many years, muh !f attenti!n has been -iven t! the funti!nal as+ets !f the leadershi+

and dark side !f the leadershi+ has n!t yet -iven the full attenti!n .luthans, +eters!n, lbrayeva,

"//01) (eadershi+ inv!lves intenti!nal influene +r!ess whih is d!ne by !ne +ers!n t! -uide,

failitate ativities and the relati!nshi+s am!n- the +e!+le in !r-ani2ati!n .yukl, 34451) 'he

study !n h!w and when the de+artment leader6s su+ervisi!n affets the !r-ani2ati!nal levels by

underminin- the reativity !f em+l!yee .liu, lia!, l!i, 34"31) 7hile inreasin-ly akn!wled-e !f 

leadershi+ sh!lars !n the f!ll!wers influene in the leadershi+ +r!ess, very little attenti!n has

 been -iven t! destrutive leadershi+ .th!r!u-h-!!d et al,34"31)

8estrutive leadershi+ is an !ver and time re+eated and systemati behavi!r !f a leader, mana-er 

!r a su+ervis!r that lawful interest !f an !r-ani2ati!n by underminin- !r dama-e the tasks,

effetiveness, m!tivati!n, j!b satisfati!n, res!ures, -!als !f !r-ani2ati!n !f his !r her 

sub!rdinates .einarsen, aasland 9 sk!-stad, 344:1)A!rdin- t! th!r!u-h-!!d and !llea-ues

.34"31) 8estrutive leadershi+ is a v!luntary at !mmitted by a +ers!n in leadershi+, mana-erial

!r su+ervis!ry +!siti!n whih w!uld +ereive as unfav!rable and an!mal!us t!wards f!ll!wers!r !r-ani2ati!n, whih may be ative !r +assive !ral !r +hysial, diret !r indiret) ;n additi!n,

number !f leader dis+!siti!ns suh as an-er, an<iety and +!!r self#re-ulati!n have been linked t!

destrutive leadershi+ .kant et al), 34"=> krasik!va, -reen, 9 lebret!n, 34"=> mawrit2 et al),

34"?1)

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8estrutive leadershi+ has si-nifiant im+at !n j!b stress, j!b stress is !nsidered as first#level

!ut!me !f j!b, it is a dis!mf!rt feelin- that is distint fr!m se!nd#level !ut!me that may

inv!lve different level !f j!b satisfati!n and j!b +erf!rmane) .+arker, de!tiis, "/0=1 !ne !f the

 +revi!us study !n j!b stress and j!b +erf!rmane !nluded that there is ne-ative linear 

relati!nshi+ between j!b stress and j!b +erf!rmane .jamal, "/0?1) J!b +erf!rmane is an

individual6s ati!ns !r behavi!rs that lead t! !r-ani2ati!nal -!als .r!tund! 9 sakett 34431) J!b

satisfati!n is affetive reati!ns !f em+l!yee6s t! a j!b !nsist !f many elements .fields 34431)

J!b stress !r !u+ati!nal stress are interrelated with j!b satisfati!n and j!b +erf!rmane and

they influene w!rk and +ers!nal harateristis .nabirye, br!wn, +ry!r, 9 ma+les, 34""1

&eently leadershi+ researhers ad!+ted the t!+i fr!m !ther w!rk behavi!r !f destrutive

leadershi+ suh as !unter+r!dutive w!rk behavi!r and bullyin- .te++er, 344:> th!r!u-h-!!d et

al) 34"31) ;nreasin- researh !n ne-ative !r-ani2ati!n behavi!r, destrutive leadershi+ have

 be!me an attenti!n  t!+i am!n- sh!lar, number !f researhes have d!ne !n ne-ative

leadershi+, but researher6s n!t yet reah the maj!r !nsensus !f destrutive leadershi+ until n!w

.lu, lin-, wu 9 liu, 34"31)in +resent study we aim t! e<+l!re the relati!nshi+ between destrutive

leadershi+, j!b +erf!rmane and j!b satisfati!n with the mediatin- effet !f j!b stress between

destrutive leadershi+ and j!b +erf!rmane, j!b satisfati!n) 'he !bjetive !f +resent study is t!

evaluate h!w the destrutive leadershi+ influene the j!b satisfati!n and j!b +erf!rmane !f an

!r-ani2ati!n em+l!yees, h!w j!b stress effet the j!b !ut!mes in f!rm !f j!b satisfati!n and

 j!b +erf!rmane and h!w j!b stress is ass!iated with destrutive leadershi+@

LITERATURE REVIE$ AND H%POTHESES

T&e e''e!t o' destr!t"(e )e*ders&"+ on o- stress, o- s*t"s'*!t"on *nd o- +er'or.*n!e#

S!me researher6s laim that leadershi+ !nly an be e<+lain +!sitively .yukl 9 van fleet, "//31

they disard the !ne+t !f ne-ative leader behavi!r and it6s different terms in f!rm !f 

destrutive leadershi+ .e)-, su+ervisi!n, headshi+ !r mana-ement1)+revi!usly researhers

f!used !n leadershi+ +!sitive behavi!r due t! whih additi!nal inf!rmati!n has be!me

aessible !n leadershi+ ne-ative as+ets, this shift reas!n is a res+!nse !f ne-ative leadershi+

!nsequenes !n f!ll!wers in relati!n !f j!b stress, j!b satisfati!n and well#bein-, +ur+!se !f 

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f!us !n this t!+i is t! understand m!re ab!ut destrutive leadershi+ effets .shyns et al)

34"=1 )the urrent view h!lds undesirable irumstantial fat!rs like !r-ani2ati!nal abuse and

injustie fr!m u++er#level mana-ers tends t! destrutive leadershi+ e)-) Abusive su+ervisi!n

.hersh!vis 9 rafferty, 34"3> te++er, 344:1) Many leaders harater suh as +!!r self#re-ulati!n,

an-er and an<iety have been linked t!ward destrutive leadershi+ .kant et al), 34"=> krasik!va,

-reen, 9 lebret!n, 34"=> mawrit2 et al), 34"?1)

8estrutive leadershi+ is a deliberate at dev!ted by a leadershi+, mana-erial !r su+ervis!ry

 +!siti!n whih w!uld +ereive as unfav!rable and an!mal!us t! f!ll!wers !r !r-ani2ati!n, whih

may be ative !r +assive !ral !r +hysial, diret !r indiret) 8estrutive leader an be due t!

s!me situati!nal bak-r!unds, researhers +r!+!se that bullyin- an influene !thers by n!t !nly

rise in re+utati!n, but als! an inrease the +erf!rmane at w!rk .ferris, 2ink! ,br!uer, bukley

9 harvey, 344:1)while !ther researhers laim that sub!rdinates with e<tra enrihed j!bs

influene less by destrutive leader .shaubr!ek, walumbwa, -anster 9 ke+es, 344:1)

(eadershi+ researhers reently assumed !ther areas t!+i suh as !unter+r!dutive behavi!r 

and bullyin- .te++er, 344:> th!r!u-h-!!d et al) 34"31)An !m+rehensive assessment !f bullyin-

researh +r!+!ses that bullyin- has destrutive !ut!mes in vari!us situati!ns) Bullyin- f!rm !f 

destrutive leadershi+ is ne-atively related t! j!b satisfati!n .einarsen 9 raknes, "//:1

absenteeism and turn!ver .rayner, "//:1) Bullyin- is likely t! !ver!me in stressful w!rkin-envir!nments !nsidered by -reat levels !f +ers!nal resistane and destrutive leadershi+ .hau-e

et al) 34"31) $rasik!va et al) .34"=1 akn!wled-ed leader +!!r self#re-ulati!n, an<iety and an-er 

as re!-ni2ed +revi!us irumstanes !f destrutive leadershi+) umer!us studies have stated a

link between ne-ative !nte<tual and abusive su+ervisi!n fat!rs, like +syh!l!-ial !ntrat

destruti!n, abuse fr!m mana-ers, !r-ani2ati!nal injustie and a--ressive n!rms .hersh!vis 9

rafferty, 34"3> mawrit2 et al), 34"?> te++er, 344:1) (eaders are frequently +ressured t! reat

ra+idly and !rretly t! tasks and make !r-ani2ati!nal deisi!ns !n unreliable inf!rmati!n) Suh

deisi!ns an be stressful, es+eially when a leader deisi!ns influene !r-ani2ati!n and the

f!ll!wers .e)-> j!b stress, j!b +erf!rmane1, .-riffin, neal, 9 +arker, 344:1)stress is hallen-in- in

several !r-ani2ati!ns !stin- !r-ani2ati!ns like disability, absenteeism, l!w +r!dutivity,

!mmitment, +erf!rmane, satisfati!n and turn!ver .<ie 9 shaubr!ek, 344"1)the ab!ve

e<+erimental su++!rt and s+eulative !bservati!ns lear that the destrutive leadershi+ have

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effet !n the j!b stress ,j!b satisfati!n and j!b +erf!rmane !f em+l!yee6s) ene we !nlude

that,

 Hypothesis 1:  descriptive leadership will be positively related to job stress and negatively

related to job satisfaction and job performance.

T&e e''e!t o' o- stress on o- s*t"s'*!t"on *nd o- +er'or.*n!e#

Stress is a !nditi!n in whih a +ers!n is !nfr!nted with !nstraint, demand !r an !++!rtunity

interrelated t! what heshe wishes and f!r whih the result is !bserved t! be b!th im+!rtant and

unertain .ste+hen + r!bbins, "/001) C!!+er et al .344"1 have harateri2ed j!b stress!rs as

!r-ani2ati!nal r!les .res+!nsibility and r!le stress!rs1, j!b harateristis .!ntr!l and w!rkl!ad1,

inter+ers!nal w!rk relati!nshi+s .!nflits, leadershi+ style and s!ial su++!rt1, h!mew!rk interfae .w!rkin- h!urs and leisure time1, !r-ani2ati!nal fat!rs .!ffie +!litis and

!r-ani2ati!nal struture1 and areer devel!+ment .+r!m!ti!n and j!b inseurity1 where s!me !f 

these ate-!ries !m+rise !f intrinsi stress!rs .related with r!le demands and task !ntent1 and

!ther !ntain inter+ers!nal relati!nshi+s .-!als ahievement and !ff j!b res+!nsibilities1) 'he

e<istene !f several w!rk stress!rs may establish a stressful w!rk +lae envir!nment, whih lead

t! stress like +syh!l!-ial dis!mf!rt .berk!wit2, "/0/> f!< 9 s+et!r, "///1)due t! stress s!me

em+l!yees may vi!late w!rk+lae n!rms !r +erf!rm less !m+etently then !thers at w!rk 

.hau-e, sk!-stad 9 einarsen 34"31) Jamal ."/0?1 define j!b +erf!rmane as ativates thr!u-h

whih em+l!yee a!m+lish the -!al !r task effetively by !nsum+ti!n !f aessible res!ures

.jamal, "/0?1) Other studies !n w!rk stress +r!+!se that w!rk stress lead t! j!b dissatisfati!n,

unfav!rable +syh!l!-ial and +hysial !ut!mes .hen at al, 34"?1) J!b satisfati!n is defined

as h!w +e!+le feel their j!bs, it is an attitude that !ne arries t!wards hisher j!b .baj+ai, dave 9

 baj+ai, 34"D1) (!w j!b satisfati!n is an im+!rtant si-n !f reduti!n in em+l!yee +erf!rmane

and result as absenteeism .martin 9 miller, "/051) M!dern studies f!us !n j!b stress and j!b

satisfati!n t!-ether beause j!b stress is ass!iated with turn!ver, j!b +erf!rmane and

!mmitment t! !r-ani2ati!n .atan! et al) 34"4> ryan et al) 34"31)

 Hypothesis 2a: job stress will be negatively related to job satisfaction.

 Hypothesis 2b: job stress will be negatively related to job performance

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E''e!t o' o- stress -etween destr!t"(e )e*ders&"+, o- s*t"s'*!t"on *nd o- +er'or.*n!e#

A!rdin- t! mawrit2 et al) .34"?1 !-nitive the!ry based study !n stress f!und that su+ervis!r 

ne-ative em!ti!ns and hindrane stress like an<iety and an-er, mediates the relati!nshi+ between

 j!b -!als and abusive su+ervisi!n .la2arus 9 f!lkman, "/0?1, that is a +ere+ti!n !f j!b -!als

atuality m!re diffiult direted t! hi-her stress ,abusive su+ervisi!n and ne-ative em!ti!ns by a

leader) S!me researh illustrate that leaders en-a-e in destrutive behavi!rs ause hi-her level !f 

stress in sub!rdinates .hau-e et al) 34"4> lut-en#sandvik et al) 344:1, l!wer j!b satisfati!n

.te++er, duffy, h!!bler, 9 ensley, 344?1, and hi-her turn!ver .ya-il, 34451)

;f +e!+le are fri-htened t! +erf!rm s!me ati!n !r n!t +erf!rm due t! fear !f +unishment, this

will effet individuals attitude as well as their j!b +erf!rmane .adams 9 bray, "//31) One !f the

 basi ause !f stress is l!ss !f !ntr!l karasekEs ."/:/1 widely re!-ni2ed !u+ati!nal stress

m!del) i-her level !f destrutive leadershi+ behavi!r tends t! sub!rdinates e<+eriene less j!b

satisfati!n, ne-ative !rrelati!ns between destrutive leadershi+ behavi!r and turn!ver intensi!n

.w!estman, was!n-a, 34"D1) &eent researh re+!rt that destrutive f!rms !f leadershi+ inrease

dissatisfied and stress and sub!rdinates +ereive their leaders in ne-ative way .sk!-stad  et al)

34"D1) Ashf!rth ."//?1 laims that destrutive leadershi+ f!rm may redue !hesiveness,

inrease j!b stress between sub!rdinates and reatin- a stressful w!rk envir!nment whih an

fl!urish bullyin- .b!wlin- 9 beehr, 34451 the j!int effet !f leadershi+ behavi!r and j!b

stress!rs may affet em+l!yees m!re .!!+er et al), 344"1)as the relati!nshi+ !f destrutive

leadershi+ and j!b stress is very str!n- a!rdin- t! meta#analysis and hi-her j!b stress lead t!

 j!b dissatisfati!n and redue j!b +erf!rmane !f sub!rdinates) S! we +r!+!se*

 Hypothesis 3a: job stress will mediate the relationship between destructive leadership and job

 satisfaction.

 Hypothesis 3b: job stress will mediate the relationship between destructive leadership and job

 performance.

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(ut-en#sandvik, +), tray, s) J), 9 alberts, j) $) .344:1) Burned by bullyin- in the Amerian 7!rk+lae*

 +revalene, +ere+ti!n, de-ree and im+at) *ournal of management studies, %%, 0=:#053)

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!w!rkers6 !r-ani2ati!nal iti2enshi+ behavi!r and fell!w em+l!yees6 attitudes)  *ournal of applied 

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a-il, d) .34451) 'he relati!nshi+ !f abusive and su++!rtive w!rk+lae su+ervisi!n t! %m+l!yee burn!utand u+ward influene tatis) *ournal of emotional abuse, " ."1, ?/#5D)8!i*"4)"=44j"=Dv45n4"L4=

(uthans, ), Peters!n, S) J), 9 ;brayeva, %) ."//01) 'he +!tential f!r the dark sideN !f leadershi+ in +!st

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Rese*r!& .ode) *nd &y+ot&eses#

  j!b satisfati!n

  destrutive leadershi+ j!b stress

 j!b +erf!rmane

 Hypothesis 1: desri+tive leadershi+ will be +!sitively related t! j!b stress and ne-atively related

t! j!b satisfati!n and j!b +erf!rmane)

 Hypothesis 2a: j!b stress will be ne-atively related t! j!b satisfati!n)

 Hypothesis 2b: j!b stress will be ne-atively related t! j!b +erf!rmane

 Hypothesis 3a: j!b stress will mediate the relati!nshi+ between destrutive leadershi+ and j!b

satisfati!n)

 Hypothesis 3b: j!b stress will mediate the relati!nshi+ between destrutive leadershi+ and j!b

 +erf!rmane)