Abstract

Purpose: Leadership research demands an understanding of what constitutes effective leadership. Self-awareness is described as critical for effective leadership, yet there is little research dealing with the link between a lack of self-awareness in leaders and destructive leadership. The prevalence of destructive leadership is surprisingly common and bears a high cost to organisations in terms of employee turnover, absenteeism and decreased productivity. The emotional toll it takes on employees is severe and affects their well-being and identification with the organisation.