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The common part of leadership culture in a country's organizations is conceptualized here as an adaptation to the non-cultural environment. This society-level study shows that middle managers from 61 societies in 58 countries hold different views on destructive versus constructive leadership profiles depending on the harshness of thermal climate and the degree of collective wealth. The cognitive contrast between more destructive autocratic and self-protective leadership components and more constructive team-oriented and charismatic leadership components is construed as small in harsh/poor environments (e.g. China, Kazakhstan), moderate in temperate climates irrespective of collective wealth (e.g. New Zealand, Zambia), and large in harsh/rich environments (e.g. Canada, Finland). These society-level construals of leadership shed new light on the cross cultural generalizability of theories of people-oriented and task-oriented leadership. In addition, they uncover and clarify the inhibition of managers in richer countries with more demanding climates to complement prosocial with antisocial behavior toward subordinates when appropriate.

PurposeIntention to leave as an outcome of exposure to workplace bullying is well documented in previous studies, yet, research on explanatory conditions for such an association is lacking.Design/methodology/approachThe present study investigates the relationship between injustice perceptions, exposure to bullying behaviors and turnover intention, employing a moderated mediation analysis based on a reanalysis and extension of data gathered among a sample of Norwegian bus drivers (N = 1, 024).FindingsAs hypothesized, injustice perceptions were indirectly related to intention to leave via workplace bullying, however, only under conditions of higher perceived injustice levels.Practical implicationsThe results underscore the importance of preventing workplace bullying and of maintaining ample levels of justice at work, where employees are treated with fairness and respect.Originality/valueThe study adds important knowledge to the bullying literature by focusing on the role of mechanisms and moderators in bullying situations, investigating how the combination of workplace bullying and injustice perceptions is reflected in employees' intention to leave the organization.

Since the turn of the millennium, a growing academic interest has emerged regarding the dark side of leadership, both in general and specific contexts. Characteristics of military organisations may either reduce or exaggerate the prevalence and impact of destructive leadership. It is therefore pertinent to explore antecedents and outcomes of destructive leadership in the military context as compared to other settings. Here, we systematically reviewed the current literature and performed a meta-analysis of destructive forms of leadership in a military context. The reviewed studies (K = 27) primarily employed context-free instruments, applied cross-sectional designs, and examined outcomes of destructive leadership. Both active (e.g., abusive supervision) and passive (e.g., laissez-faire) forms of destructive leadership were examined in the meta-analysis (K = 22, N = 10,716). The mean correlation to performance, attitude, health, and well-being was −.29 for active destructive leadership, −.29 for passive forms of destructive leadership and, in comparison, .32 for constructive and effective forms of leadership. Our findings demonstrate that passive and active forms of destructive leadership in a military context may contribute equally to detrimental outcomes, and that successful strategies to prevent and handle consequences of destructive leadership must address both forms of unwanted leadership behaviour.