MERCADO NACIONAL

The aims of the study were to explore the effects of perceived destructive leadership

behaviour on the follower recipient of the negative behaviour and examine how this follower coped with the perceived destructive leadership behaviour. The study also explored how perceptions of relational authenticity (Eagly, 2005) with the leader may have influenced followers’ perceptions of leader behaviour as destructive, and follower coping responses. In this regard the study was keen to explore whether the extent to which a follower can identify with the leader in terms of congruent traits, values and social representation (i.e., socio- economic, racial, gender and age cohort), influences the coping process. Further, the study also investigated the role of followers’ psychological capital in the coping process (Walumba et al., 2011).

The managers’ perceived destructive leadership styles had consequences for the participants, the managers themselves and the work unit, affecting the execution of tasks and the attainment of goals, as well as the well-being of other team members in the work unit. In order to cope with the negative relationship, participants tried to find control in the situation; they attempted to distance themselves from the situation, their own thoughts and emotions; they sought ways to affirm their closely held self-beliefs; indulged in positive and negative self-nurturing; tried to find solace in religion/spirituality; sought social and family support; and attempted to re-direct cognitions. These coping attempts were accomplished with varying degrees of effectiveness.

Participants’ perceptions of relational authenticity with the leader played a role in perceiving the managers’ behaviour as destructive; and in coping with the destructive leader behaviour. The findings suggest that participants’ psychological capital may have played a role in their coping with the managers’ destructive leadership style. The role of psychological capital in participants’ coping with destructive leadership, however, is vague because of the homogeneity of this sample and will need to be further explored with a more diverse sample using a quantitative design.

The shared experiences of the participants gave voice to their intrinsic needs to be able to live their work lives in ways that were authentic to their values as expressions of their self-concepts. When the ability to live authentic lives congruent with their self-beliefs were challenged by the destructive leadership styles of their direct managers, participants’ various

coping attempts were largely aimed at re-affirming their self-beliefs. This need to re-claim their authentic selves was a thread that weaved through participants’ conversations with me.

The study concludes with the following insight from Mary:

Don’t put up with it. You don’t have to. You honestly don’t have to. If there’s something you’re doing wrong, you’ve got to be given a fair chance to correct it. If there’s lots to learn, we’ve all got lots to learn, that’s fine. We _, people do screw up and make mistakes. That’s fine. If someone is bullying you, instead of managing you, don’t accept it. You really_, if there is any way out, get out. And that is what I did. I think I was, ja, that is what I told myself, I am being bullied and undermined, and I am not gonna stand for it, ’cos I don’t think I deserve it. (Mary)

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