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The Impact of Destructive Leadership on Senior Military Officers and Civilian Employees

University of San Diego, george.reed{at}sandiego.edu

R. Craig Bullis

Army Physical Fitness Research Institute, U.S. Army War College, richard.bullis{at}us.army.mil

This article examines negative or destructive leadership behaviors experienced by high-potential senior military officers and civilian employees. The study used a questionnaire based on the Petty Tyranny in Organizations Scale to explore the scope and nature of destructive leadership as reported by U.S. members of the class of 2008 at a military senior service college. It also explored the relationship between leadership experiences and various measures of satisfaction and inclination to remain in service. The authors observe that despite the central role that the concept of leadership holds in the military, even senior personnel reported experiencing toxic leadership. There was a significant negative relationship between destructive leadership and all measures of satisfaction. Surprisingly, there was not a significant negative impact on inclination to remain in service among this career-oriented and dedicated population.

Key Words: leadership • petty tyranny • satisfaction • retention

Armed Forces & Society, Vol. 36, No. 1, 5-18 (2009)
DOI: 10.1177/0095327X09334994


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