There is a scenario worse than having an abusive boss, and that is a boss who believes they can compensate for their negative behaviour by being charming the next day. This observation forms the crux of a novel study by researchers at the Stevens Institute of Technology, which demonstrates a significant decline in employees’ morale and job performance when leaders oscillate unpredictably between commendable and reprehensible conduct.

The study, spearheaded by Dr. Haoying Xu, an assistant professor of management at the Stevens School of Business, underscores a critical insight: abusive leadership is profoundly detrimental to workers, but the damage is exacerbated when leaders alternate between abusive and ethical behaviour. Dr. Xu articulates that reverting to ethical leadership does not undo the adverse effects of previous misconduct. In some instances, it may even aggravate the situation.

Published in the Journal of Applied Psychology, the research employed surveys and field experiments to gauge the effects of “Jekyll-and-Hyde” leadership on over 650 full-time employees across the United States and Europe. It was observed that while employees struggled under abusive supervision, the impact was more severe when supervisors switched erratically between abusive and ethical leadership styles.

Dr. Xu explains the psychological toll on employees who contend with a supervisor’s unpredictable behaviour. The constant uncertainty of not knowing which version of their boss they will encounter—the supportive leader or the harsh critic—leads to emotional exhaustion, demoralisation, and a diminished capacity to perform optimally.

Furthermore, the study reveals that the detrimental effects of inconsistent leadership extend beyond direct interactions. When a supervisor’s superior exhibits fluctuating behaviour, it introduces an additional layer of uncertainty and diminishes the employees’ confidence in their supervisor’s abilities.

Dr. Xu notes that employees are heightenedly sensitive to the dynamics between their supervisors and higher management. An unstable relationship, characterised by alternating periods of positive and negative interactions, can severely disrupt team cohesion and performance.

These findings offer critical insights for organisations. They highlight the hidden dangers of leaders who intermittently display abusive behaviour, a scenario often overlooked by organisations that typically intervene only in cases of consistent abuse. Dr Xu points out that sporadic lousy behaviour can be even more detrimental, suggesting that organisations should be less tolerant of such patterns.

To mitigate the effects of “Jekyll-and-Hyde” leadership, Dr Xu recommends that organisations heed employees’ concerns and hold leaders accountable for erratic, abusive behaviour. He also suggests anger management coaching for leaders prone to such volatility, noting that impulsive leadership can often be mitigated through improved temper and impulse control.

Looking ahead, Dr. Xu intends to further explore employees’ responses to inconsistent leadership and how such behaviour influences individual and team dynamics. Preliminary indications suggest that a leader’s volatility might encourage similar behaviour among team members. Early evidence also suggests that employees may be more likely to mimic a leader’s negative actions over their positive ones, adding another layer of complexity to the issue.

If these trends are confirmed, it would underscore the necessity for organisations to address “Jekyll-and-Hyde” leadership with the seriousness it warrants, as it not only affects the individuals directly involved but could potentially influence the broader organisational culture. This study shines a light on the profound impact that leadership behaviour can have on employee well-being and the overall health of an organisation, urging a more proactive and comprehensive approach to leadership evaluation and development.

More information: Haoying Xu et al, Jekyll and Hyde leadership: Examining the direct and vicarious experiences of abusive and ethical leadership through a justice variability lens, Journal of Applied Psychology. DOI: 10.1037/apl0001251

Journal information: Journal of Applied Psychology Provided by Stevens Institute of Technology