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Background: Destructive leadership has been linked to negative consequences for both organizations and followers. Research has also shown that leader gender affects follower perceptions of leadership behavior and follower outcomes [1,2,3]. However, knowledge is limited as to whether this also applies to destructive leadership [4]. This study aims to combine gendered organization theory with destructive leadership research to investigate the role that gender plays in the relation between destructive leadership behavior and follower outcomes.

Methods: The data were collected in collaboration with Statistic Sweden. It is a representative sample from the working population in Sweden. We used a two-wave survey design and included 1,121 participants in the analysis.

Results: The results from structural equation models indicated that destructive leadership has negative consequences for follower burnout, job satisfaction, and turnover intention 6 months later. The results also showed that followers reported a greater intention to leave the organization if the leader was the same gender and used destructive leadership.

Conclusions: Our study contributes to destructive leadership research by showing that the gender of both the leader and follower matters for the relation between destructive leadership behavior and follower outcomes. Additionally, our study makes a theoretical contribution by integrating a gender research perspective into destructive leadership research.

Destructive leadership does not occur in a vacuum; rather, these behaviors are part of a social process in which leader and follower interact and influence each other. Still, knowledge regarding followers’ behaviors as antecedents to destructive leadership behavior is limited, even more so from a gender perspective. In this study, we investigate the relationship between perceived lack of team motivation and destructive leadership behavior, with the leader’s gender as a moderator. Together with Statistic Sweden, we collected data using a two-wave survey design. We included 784 participants in the analysis, using structural equation modeling (SEM). The results showed that perceived lack of team motivation was associated with active and passive destructive leadership behaviors. Beyond that, the leader’s gender moderated the relationship between leaders’ perception of team amotivation and active destructive leadership. The results show that male leaders are more prone to act destructively when they perceive a lack of team motivation. These results suggest that male leaders may be more susceptible to engaging in destructive leadership behaviors due to identity threat than female leaders. Therefore, we examine how the construction of gender and identity and the close association between masculinity and leader identity contribute to the risk of engaging in destructive leadership behavior.

To be a young manager is to deviate from the norm, because youth and management are perceived as contradictory social positions. Thus, young managers are positioned as nonprototypical, which poses challenges to gaining acceptance and claiming the managerial identity. In this multicase interview study, we show how available social prototypes of management and self-to-prototype comparisons are important as young managers approach the identity work process. We conducted interviews (N = 38) and workshops (N = 6) in three businesssectors with young and senior managers, subordinates, and those performing support functions. Based on an analysis of these interviews and workshops, we developed a theoretical model illustrating how young managers use implicit theories of leadership (ILT) to reduce the incongruity between internal self-conceptions and external prototypes of management as a benchmark toward managerial identity, revealing three main approaches to identity work. Young managers approach age-based drawbacks by acting based on noncontextualized ILTs, making adjustments in relation to available prototypes, and by making self-to-prototype insights. Our findings augment the identity work theory by providing an age perspective on this process and highlight the importance of future research engaging in depth with age as a sociodemographic factor in relation to the managerial role.

Healthcare employees are experiencing poor wellbeing at an increasing rate. The healthcare workforce is exposed to challenging tasks and a high work pace, a situation that worsened during and after the COVID-19 pandemic. In turn, exposure to these high demands contributes to poor health, increased turnover, reduced job satisfaction, reduced efficacy, and reduced patient satisfaction and safety. Therefore, it is imperative that we identify measures to mitigate this crisis. One piece of this puzzle is how to implement sustainable tools and processes to improve the work environment of healthcare organizations. In this paper, we present the study protocol for the outlining and piloting of a joint training for pairs of healthcare line managers and their associated health and safety representatives in a Swedish healthcare organization. The objective of the training is to aid and advance the implementation of interventions to improve the work environment at the unit level. Following recommendations in the literature, the training is based on a stepwise approach that considers the specific context and focuses on the involvement of employees in creating interventions based on their needs. A central component of the training is the development of the pairs’ collaboration in prioritizing, developing, implementing, and evaluating the interventions. The training is based on an on-the-job train-the-trainer approach in which participants are progressively trained during four workshops in the steps of a participatory intervention process. Between these workshops, the pairs follow the same progressive steps together with their employees to develop and implement interventions at their unit. The pilot will involve four pairs (i.e., eight participants) representing different parts and functions of the organization and will be conducted over a period of three months. We will use a mixed method design to evaluate preconditions, the process, and proximal transfer and implementation outcome factors of the training. The overall aim of the pilot is to appraise its feasibility and be able to adjust the training before a potential scale-up.

It has been suggested that with age comes experience in how to deal effectively with stressors, and therefore resources needed to uphold constructive leadership behaviors partly depend on managers’ age. This relation between age and leadership behaviors may also depend on the level of support that managers are given. In the present study, we depart from conservation of resource theory and lifespan theory to examine the link between managers’ age and inefficient leadership, with stress as a mediator in this relation. We also investigate whether social support buffers the relations between managers’ age, stress, and inefficient leadership. Self-report survey data from a randomly selected sample of swedish managers were collected at two time points, six months apart. In total, 781 managers answered the survey at both times. We found that, as expected, managers age was negatively related to inefficient leadership through stress. In other words, younger managers perceive themselves as more stressed andnbecause of that more inefficient. Contrary to what we expected, these relations were not influenced by social support. Our study is among the first to study managers’  age as an antecedent to inefficient leadership behaviors. The study also adds to the understanding of this relation by including stress as a mechanism. Furthermore, our research contributes to the examination of potential boundary conditions for when age may translate into stress and inefficient work behaviors by investigating social support as a potential moderator.

Organisational interventions are recommended to address the root causes of ill-health in organisations. Yet, the evidence for their effectiveness is inconclusive, likely because such interventions are complex, and their effectiveness depends on how and in which contexts the interventions are implemented. This makes organisational interventions challenging to evaluate. While multiple factors affecting implementation and intervention outcomes have been uncovered, it remains unclear which of them are necessary and which are sufficient to produce desired outcomes. To move forward, we argue that the field would benefit from using a theory of causation that better reflects that factors can combine in various ways, that there may be multiple paths to the same outcome, and that a factor can be necessary for bringing about an outcome and thus always leads to it, or sufficient, implying that multiple factors can independently lead to the same outcome. We believe that the use of evaluation designs that align with this type of causation, such as the configurational comparative methods in general and coincidence analysis in particular, will be a significant turning point for the field. The proposed paradigm will improve the precision of current frameworks and models for the evaluation and implementation of organisational interventions.

Purpose: The purpose of this study was to develop a scale that can be used to assess inequality at work based on gender, age and ethnicity that is grounded in Acker’s (2006) inequality regimes.

Design/methodology/approach: The authors used three representative samples (total N = 1,806) of Swedish teachers, nurses and social workers to develop and validate the scale. The validation process included the assessment of content validity, confirmatory factor analysis for factorial validity, internal consistency and associations with theoretically warranted outcomes and related constructs to assess criterion-related validity and convergent validity.

Findings: The authors found evidence supporting the content, factorial, criterion-related and convergent validity of the InEquality in organisations Scale (InE-S). Furthermore, the scale demonstrated high internal consistency.

Originality/value: The newly developed scale InE-S may be used to further the understanding of how inequality at work influences employees. This study makes a contribution to the current literature by providing a scale that, for the first time, can test Acker’s hypotheses using quantitative methods to demonstrate the consequences of inequality at work.

The present study evaluated the dimensionality, measurement invariance, and nomological network of the Need Satisfaction and Frustration Scale (NSFS) in a sample of Swedish workers. Using confirmatory factor analysis, exploratory structural equation modeling, and bifactor modeling, 30 different measurement models were evaluated cross-sectionally (n = 2123) and longitudinally (n = 1506). Measurement invariance was tested across gender and time. The nomological network of the NSFS was examined through its relations with life satisfaction and cognitive weariness. The findings supported a first-order six-factor ESEM model and measurement invariance of the Swedish version of the NSFS. Need satisfaction was positively related to life satisfaction and unrelated to cognitive weariness. Need frustration was negatively related to life satisfaction and positively related to cognitive weariness. The present study supported a six-factor structure of the Swedish NSFS, which appears suitable for assessing changes over time and gender differences in ratings.

Trends in health, well-being, stress and the psychosocial work environment were studied using repeated measurements over time. The role of health-relevant personality in predicting development over time and typical ratings was also assessed. 517 individuals were included. Health-relevant personality 5 inventory (HP5i) was used to assess personality: HW-11 was used for repeated assessment of outcome measures. There were clear seasonal variations over time. Multilevel growth curves demonstrated that some changes over time could partly be explained by higher levels of negative affectivity at baseline. Individuals’ typical ratings were predicted by health-relevant personality. Those with higher negative affectivity typically perceived worse health, well-being and psychosocial work environment. Health-relevant personality seems to be associated with changes in health, well-being, stress and the psychosocial work environment over time. The findings highlight the importance of regular assessments of these indicators as they clearly vary over time and the trends seem to follow seasonal patterns.

Although the organizational context has been identified as an important factor contributing to the success or failure of leadership training initiatives, exploration of the interaction between differing contextual perceptions in relation to the transfer of leadership training is lacking. Building on Oc’s framework on context and leadership, we examine how the degree of perceptual alignment of leader and teams on two contextual factors, formalization and employee orientation, were related to followers’ ratings of transformational leadership after a leadership training in the forest industry (n = 37 leaders). Polynomial regression with response surface analysis revealed that agreement between leaders and their teams on formalization and employee orientation predicted improvements in transformational leadership but only up to a certain point. At high levels of formalization agreement negatively impacted leaders’ development of transformational leadership, and at high levels of employee orientation the positive impact of agreement flattened out. Leaders who rated formalization and employee orientation higher than their teams increased their transformational leadership to a lesser extent as rated by their followers. Our findings extend the framework developed by Oc and offer a new perspective on the complex interplay between leader, follower, and contextual factors that all matter for successful leadership training transfer.