The purpose of the interpretive qualitative study was to describe how participants interpreted the consequences of destructive leadership behavior through their lived experiences and perceptions. This method offered an in-depth awareness about the adverse impact that destructive behaviors have on followers, in particular those in the Millennial

generation.

METHODS Qualitative research was the optimal methodology for this study because of the interest in the human experience and how individuals construct meaning in their lives at a particular point in time (Hesse-Biber, 2010; Merriam, 2002). The interpretive qualitative approach for this study explored the consequences of destructive leadership through the follower’s lived experiences. The data collected was through personal interviews, analysis of transcripts, and emerging themes that created a final product with a rich description of the study.

Research Questions 1.  What were the followers’ lived experiences working for leaders perceived as destructive? 2. How did destructive behaviors affect the personal and professional lives of the followers?

RESULTS/CONCLUSIONS The research confirmed that destructive behaviors of a leader are detrimental to and violate the legitimate interest of the follower’s role and commitment to the organization. As a result of these behaviors, followers do not trust leaders, they participated in unethical behavior induced by fear, lost professional credibility, chose to retaliate against the destructive leader, and lost faith in the organization because it implicitly condoned the leaders’ destructive behaviors. The leaders in organizations are failing the future generation of leaders because those who are destructive experience little to no consequences for their behavior, but are rewarded. Destructive leadership will continue to perpetuate until organizations and those in leadership roles stop enabling destructive leaders, educate, and train leaders/followers to be constructive, and encourage those in a follower role to be courageous.

Millennials and Destructive Leadership Dr. Rhonda M. Martin and Dr. Absael Antelo

University of the Incarnate, San Antonio, Texas

RATIONALE AND SIGNIFICANCE By 2018 40% of the workforce will be the millennial generation (U.S. Bureau of Labor Statistics, 2009). These future leaders are greatly impacted by destructive leaders who adversely affect their followers. One of the many consequences of destructive leadership is the high turnover of employees. It is costing U.S. companies more in the long-term to keep the destructive leader versus removing that leader. The significance of this research provides awareness to those in academia and corporations. We need to educate and mentor millennials as to how to be courageous followers. For those in leadership roles today, it is time to educate employees on how to be successful followers who will in turn be great leaders.

IRB Approval # 14-06-012

PARTICIPANTS DEMOGRAPHIC CHARACTERISTICS

CATEGORIES AND THEMES IN THE STUDY

T4. Followers Personal Leadership Style Influenced by Experiences

T3. Followers Personal Impact and Reactions to the Destructive Behaviors

T2. Follower Experience in a Toxic Work Environment

T1. Insidious Behaviors that were Described by Followers

Leaders Destructive Behavior •  Unethical •  Coercion •  Condescending •  Undermining •  Personal Ambition •  No Consequences

Experience in Environment •  Poisoned Morale •  Demeaning •  Public Humiliation •  Distrust •  Dysfunction •  Chaos

Followers Personal Impact •  Lowered engagement •  Depressed •  Anxiety •  Avoidance •  Looking for other

opportunities

Leadership Awareness •  Compassionate •  Servant Leader •  Build trusts •  Golden Rule •  No Verbal Abuse

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