alexa Running Head: Destructive Leader Behavior in the Norweg
ISSN: 2151-6200

Arts and Social Sciences Journal
Open Access

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Research Article

Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Johansen RB1* and Platek TA2

1Norwegian Defence University College, Oslo, Norway

2Norwegian Army Land Warfare Center, Elverum, Norway

*Corresponding Author:
Johansen RB
Norwegian Defence University College
Oslo, Norway
Tel: +47-99279274
E-mail: rino[email protected]

Received Date: February 23, 2017; Accepted Date: March 09, 2017; Published Date: March 15, 2017

Citation: Johansen RB, Platek TA (2017) Running Head: Destructive Leader Behavior in the Norwegian Armed Forces. Arts Social Sci J 8: 255. doi:10.4172/2151-6200.1000255

Copyright: © 2017 Johansen RB, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.



Recent research indicates that destructive leadership might have a detrimental effect on a wide range of outcomes across the organization. However, few studies have focused on the military context. The present study examined the extent to which destructive leader behavior was related to individual work-related attitudes and feelings among military personnel in the Norwegian Armed forces (N=170). Dependent variables were (1) Burnout, (2) Work Engagement, and (3) Organizational Commitment. Hierarchical regression analyses showed that destructive leader behavior significantly predicted Burnout and Work Engagement. This is the first study that examines, and in parallel confirms the unique influence of destructive leadership on important work environment variables among members of the Norwegian armed forces. Despite the fact that the respondents in this sample most likely have above average psychological robustness, they still appear to be significantly influenced by destructive leader behavior. At the same time, our findings also indicate that respondents are able to maintain their organizational commitment despite destructive leader behavior. This study thus represents a unique step towards establishing knowledge about the interplay between destructive leader behavior and psychosocial related phenomena, forming a potential basis for theoretical and practical developments.


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