Search results

The purpose of this study is to evaluate the impact of reward structure on the customer's value perception of the program, loyalty to the program and loyalty to the firm.

A 2 (type of reward) x 2 (timing of redemption) between subjects experimental design was conducted. In addition, the indirect effect of the customer's value perception of the program on loyalty to the firm via loyalty to the program is tested with Hayes and Preacher's mediation procedure.

Study results indicated that type of reward has a positive impact on the perceived value of a loyalty program. Program loyalty mediates the relationship between the perceived value of the loyalty program and customer loyalty, as well as the relationship between type of reward and customer loyalty.

The findings of this study demonstrate the importance of the type and timing of loyalty program rewards on customer perceptions of the value of the loyalty program. In addition, this study is a step forward in providing a deep understanding of the impact of such perceptions on loyalty. These findings fill a number of research gaps and provide tangible guidance for practitioners.

As the literature reveals an ongoing debate on the lack of agreement for a comprehensive conceptualization and definition of destructive leadership, the measurement of the construct is still problematic. Therefore, this chapter aims to review and summarize the current ways of measuring destructive leadership. A systematic review was conducted to examine the destructive leadership instruments. This chapter covers both qualitative and quantitative instruments in assessing destructive leadership and provides a brief overview of the scale development of the instruments. In addition to destructive leadership scales, commonly used harmful leadership scales such as abusive, tyrannical and toxic scales were also included for comparison purposes.

A plethora of research has been carried out both in terms of addressing different conceptualizations of destructive leadership and its relationship with various outcomes. In this vein, this chapter focuses on the relationship between destructive leadership and followers' well-being. In particular, it addresses the current state of inquiry about the plausible effects of destructive leadership on the followers' mental and physical health, including experiences of stress, emotional exhaustion, and negative affectivity. Furthermore, it presents empirical research exploring the underlying mechanisms of this relationship. Finally, it proposes the implementation of occupational interventions to prevent and/or reduce destructive leadership behaviors and later provides recommendations for prospective research. Thus, the current chapter contributes to the extant literature by providing a comprehensive view regarding the detrimental effects of destructive leadership on the followers' well-being as well as offering insight into how to deal with its negative effects.

The common notion that leaders should be ethical, good, responsible and trustworthy has been strongly challenged in the fields of business and politics worldwide. Due to the high prevalence of unethical leadership by immediate supervisors and decline in trust in leaders (Cowart, Gilley, Avery, Barber, & Gilley, 2014), scholars started to pay closer attention to the dark sides and destructive aspects of leadership. Many different concepts are suggested to define the dark side of leadership, and each of them captures similar but distinct dimensions. In this vein, Einarsen and colleagues' (2007) constructive and destructive leadership model serves as an umbrella concept for different types of dark sides of leadership, covering concepts which have been studied separately such as abusive supervision, tyrannical leadership, petty tyranny, toxic leadership and leader derailment. The present chapter aims to provide a summary of the definitions of these interrelated constructs to acknowledge some other leadership (e.g., paternalistic leadership, pseudo-transformational leadership) and personality styles (e.g., Machiavellianism, narcissism) that have not been considered in this framework and to provide suggestions for future research.

Toxic leadership is often studied from a leader-centric perspective, which focuses on the detrimental outcomes of leaders with destructive ideas and practices. In this chapter, we provide a global value chain (GVC) perspective, which accounts for effects of corporate leadership from inception of a product or service idea to its consumption across the value chain. In particular, we demonstrate how toxic leadership is sustained through an illusio, i.e., the allure of the often-charismatic leadership discourse, which is rendered unaccountable due to lack of global regulation of GVCs. This allows for global organizations and toxic leaders to exploit weaknesses in national-level regulation. Drawing on a netnographic study of toxic leadership in Amazon, we demonstrate how toxic leadership created the illusion of success while perpetuating toxicity and exploitation across their complex value chains internationally.

Hypocrisy is a widely recognized concept in both academic literature and popular media. However, very few studies have examined the reflections of hypocrisy in leader's behaviors in organizational behavior literature. Leader hypocrisy mainly refers to the misalignment between words and deeds of a leader. This chapter first provides a review of the concept of hypocrisy and its various conceptualizations in philosophy, social psychology, and organizational behavior literatures. The chapter then focuses on the implications of leader hypocrisy for organizations and its members by presenting the studies conducted on the emotional, attitudinal, and behavioral consequences of leader hypocrisy (word–deed misalignment) and leader behavioral integrity (word–deed alignment). Moreover, some of the gaps in the literature are identified, and suggestions are made for future research on the topic.

Organizations are investing their resources to identify effective leaders; however, the most commonly utilized assessments of leadership potential do not cover the social cognitions of individuals. Trait assessments, which are explicit in nature, also have other problems, including faking and socially desirable responding. In this chapter, we highlight the importance of leaders' implicit reasoning processes, with a particular focus on cognitive biases, in an attempt to understand how destructive leaders frame the world, situations and people and how they justify their choice of behaviours and decisions. Empirical evidence in the literature supports the valid use of implicit reasoning measurements in organizational contexts. Thus, we first summarize and list the cognitive biases of destructive leaders as identified in the literature. We then turn our focus on Machiavellian leaders as they have been associated with destructive leadership. We present the most common six cognitive biases and justification mechanisms of Machiavellian leaders based on our qualitative analysis of interview responses from 72 employees. We aim to encourage researchers and practitioners to make use of the literature on implicit reasoning and to further contribute to developing measures assessing such implicit reasoning processes.

Much of the cross-cultural research addresses the ongoing debate regarding the convergence or divergence of leadership theories and models in countries having different cultures and socio-economic conditions. This chapter aims to integrate destructive leadership and culture by pointing out the plausible cultural norms and values inducing or preventing destructive leadership. The chapter firstly provides brief definitions of culture and destructive leadership along with the cultural dimensions used to categorize the societies. Additionally, the chapter reviews the research findings pertaining to the perception of destructive leadership in different cultures and societies. While acknowledging the existence of universals regarding negative/dark leadership behaviours, the divergence regarding the understanding and enactment of the leadership is also stressed out.