The level of scholarly and practitioner interest in negative leadership behaviour has been increasing, but research in this field remains fragmented, and we lack a common understanding of what constitutes negative leadership behaviour and its antecedents, consequences and contexts. To address these research gaps, we systematically review 352 papers and identify 25 different negative leadership behaviours with large overlaps in their conceptualization and operationalization. Our analysis of conceptualizations reveals common attributes that constitute the behavioural intensity and the behavioural valence of negative leadership behaviour. Behavioural intensity attributes constitute negative leadership behaviour as active, reoccurring and intentional behaviour that targets subordinates’ psychological states. Behavioural valence attributes constitute negative leadership behaviour as being unethical, lack of empathy, leader self‐worthiness and self‐orientation, verbal hostility, use of power asymmetry and harming and belittling of others. The vast majority of operationalizations for negative leadership behaviour reflect the perceptions of subordinates or colleagues, whereas only a few operationalizations reflect supervisors’ self‐assessments. Our findings further reveal that the antecedents of negative leadership behaviour focus mainly on supervisors, whereas the consequences of negative leadership behaviour focus mainly on subordinates. We develop a unified conceptualization of negative leadership behaviour and discuss our findings in the light of an impactful future research agenda that revolves around the unified conceptualization and empirical representation of negative leadership behaviour on the basis of behavioural attributes, the role of subordinates and dyad‐related factors leading to negative leadership behaviour and the integration of the negative and positive psychological and economic consequences of negative leadership behaviour.

中文翻译：

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好、坏和恶：消极领导行为的统一概念化


学术界和从业者对消极领导行为的兴趣水平一直在提高，但该领域的研究仍然分散，我们对消极领导行为的构成及其前因、后果和背景缺乏共识。为了解决这些研究差距，我们系统地回顾了 352 篇论文，并确定了 25 种不同的消极领导行为，这些行为在概念化和操作化方面存在很大重叠。我们对概念化的分析揭示了构成消极领导行为的行为强度和行为效价的共同属性。行为强度属性构成消极领导行为，即针对下属心理状态的主动、反复和有意识的行为。行为效价属性构成消极的领导行为，如不道德、缺乏同理心、领导者的自我价值和自我导向、言语敌意、使用权力不对称以及伤害和贬低他人。绝大多数针对负面领导行为的操作化反映了下属或同事的看法，而只有少数操作化反映了主管的自我评估。我们的研究结果进一步揭示了消极领导行为的前因主要集中在上司身上，而消极领导行为的后果主要集中在下属身上。 我们对消极领导行为进行了统一的概念化，并根据一个有影响力的未来研究议程讨论了我们的发现，该议程围绕着基于行为属性的消极领导行为的统一概念化和实证表示、下属的作用和导致消极领导行为的二元相关因素以及消极和积极的心理和经济后果的整合领导行为。