Destructive leadership is sustained by norms and silence

Destructive leadership is not solely about the behaviour of individual managers. New research from the Swedish Defence University shows that norms and organisational culture often contribute to the emergence and persistence of destructive patterns.

A new study introduces the concept of “the destructive loop” to describe how destructive leadership can be created and reproduced within an organisation. The model illustrates how both employees and managers adapt their responses to what they perceive as possible to do, which in practice can reinforce problems of destructive leadership rather than resolve them.

“The research contributes new knowledge about how destructive leadership is linked to organisational culture and conditions, and why it is so difficult to break, but also that it is possible to prevent,” says Maria Fors Brandebo, Senior Lecturer in Leadership and Command & Control at the Swedish Defence University.

Qualitative interview study with personnel from the Swedish Armed Forces

The researchers interviewed 26 individuals who are or have been employed by the Swedish Armed Forces. All interviewees have experience of destructive managers, either as subordinates or as managers to a destructive leader. They represent both women and men, different ages, civilian and military positions, as well as a range of ranks and branches of service. The results show clear differences in how different groups handle the situation.

“Subordinate employees most often use emotion-focused strategies, such as avoiding the manager, remaining silent, withdrawing, or trying to endure the situation. Managers higher up in the organisation more frequently use problem-focused strategies, for example gathering information, attempting to coach the leader, or taking formal measures”, says Maria Fors Brandebo.

Difficult to break destructive leadership in a culture of silence and hierarchy

At the same time, the study shows that few of these strategies work when the organisational culture is characterised by silence, strong hierarchy, and a focus on performance rather than relationships. Destructive leadership instead tends to escalate or, at best, remain unchanged.

“When speaking up or offering criticism is perceived as risky, many choose to remain silent—for example, if there is a risk that it could affect one’s future career. This allows destructive behaviours to continue without being made visible”, says Maria Fors Brandebo.

A key conclusion is that individuals who experience destructive leadership rarely receive the organisational or managerial support they would have wished for. One reason is that destructive behaviours often remain invisible to senior managers when they mainly affect employees and do not directly influence results or goal achievement.

Organisational changes needed to break destructive leadership

The study also shows that it is not enough to rely on individual courage or personal responsibility to deal with destructive leadership. Breaking the destructive loop requires organisational change. The study highlights several ways of addressing destructive leadership:

• A shared language and increased knowledge
  Knowledge about destructive leadership and the destructive loop provides managers, employees and HR with a shared conceptual framework. This makes it easier to describe problems, share experiences and take them seriously.

• Clearer support and procedures
  Both employees and managers often feel left alone in difficult situations. Clear procedures for how warning signals should be handled can reduce uncertainty and passivity.

• Greater focus on organisational culture
  The results show that cultures characterised by silence and performance pressure hinder constructive action. By actively working with feedback culture, psychological safety and leadership ideals, organisations can reduce the risk of destructive patterns.

• Better conditions for early intervention
  The study underlines the importance of identifying destructive leadership even when it is not visible in formal performance outcomes. Early interventions can reduce both individual suffering and organisational costs.

“Working under a destructive manager can be one of the most stressful experiences in working life. Many people will encounter it at some point in their careers. That is why it is important to understand how harm can be reduced and the situation handled in a better way"; says Maria Fors Brandebo.

“Thanks to previous research, we already know quite a lot about what destructive leadership is and the consequences it has, but there is limited research on how individuals, managers and organisations can constructively deal with this type of behaviour”, she continues.

Publication:
Maria Fors Brandebo, Miriam van Baalen (2026): The Destructive Loop: Dealing and Coping with Destructive Leadership, Scandinavian Journal of Psychology

What is destructive leadership?

Further reading on destructive leadership:
Passive destructive leaders are the worst