Document Type

Article

Publication Date

9-2008

Publication Title

Journal of Business Ethics

Volume

82

Issue

1

First Page

251

Last Page

272

Abstract

This study explored the influence of personal values on destructive leader behavior. Student participants completed a managerial assessment center that presented them with ambiguous leadership decisions and problems. Destructive behavior was defined as harming organizational members or striving for short-term gains over long-term organizational goals. Results revealed that individuals with self-enhancement values were more destructive than individuals with self-transcendence values were, with the core values of power (self-enhancement) and universalism (self-transcendence) being most influential. Results also showed that individuals defined and structured leadership problems in a manner that reflected their value systems, which in turn affected the problem solutions they generated.

Comments

This is not the version of record for this article. The final publication is available at http://link.springer.com/article/10.1007/s10551-007-9574-2.

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