ABSTRACT
This chapter aims to deepen the level of research knowledge about destructive leadership, which can represent a dark side of organizational behavior, and to generate understanding about how the role of employees is illustrated in discourses related to destructive leadership. It considers destructive leadership as a harmful leadership behavior that violates the legitimate interests of the organization, harms the organization and employees or both and is embedded in the process of leading. The reform concerns the structure of health care and welfare services, and, for example, it brings together all levels of entities. Therefore, consideration of the phenomenon of destructive leadership from the perspective of the leader only can restrict both the comprehension of this wicked problem theoretically and tackling it in practice. The chapter classifies negative situations or actions embedded in the process of leading by using the theoretical model of destructive leadership behavior, including categories such as supportive-disloyal, laissez faire, derailed and tyrannical leadership.
