International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

A Widely Indexed Open Access Peer Reviewed Multidisciplinary Bi-monthly Scholarly International Journal

Call for Paper Volume 6 Issue 6 November-December 2024 Submit your research before last 3 days of December to publish your research paper in the issue of November-December.
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Volume 6 Issue 6
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Dysfunctional Leadership Style and Its Effect on Employee Performance

Author(s) Amrita Dutt, Vijayshri Tewari, Shashikant Rai
Country India
Abstract Any Deviance at the work place leads to the dysfunction in function of the system. Dysfunctional behavior in an organization violates the norms and policies of the organization which affect the overall performance of the organization. This study explore the style of dysfunctional leadership and its effect on employee performance. Prior studies on the positive side of the leadership style but now researchers focuses on the negative side of leaders also. In order to study the dysfunctional behavior and dark side of leadership personality more clearly, this paper discussed the case of Nokia, through which the term dysfunctional leadership style is understandable. Is any dysfunction at the work place affect the employee and organizational performance? Is organizational culture affected by the dysfunctional behavior of the Leaders or the top management? To know the answer of these question, this paper analyzed the types and traits of Dysfunctional Leadership style with the help of example of top most company.
Keywords Dysfunctional leadership style, employee performance, Dysfunctional behavior, organizational culture, organization productivity.
Field Business Administration
Published In Volume 6, Issue 2, March-April 2024
Published On 2024-04-06
Cite This Dysfunctional Leadership Style and Its Effect on Employee Performance - Amrita Dutt, Vijayshri Tewari, Shashikant Rai - IJFMR Volume 6, Issue 2, March-April 2024. DOI 10.36948/ijfmr.2024.v06i02.16481
DOI https://doi.org/10.36948/ijfmr.2024.v06i02.16481
Short DOI https://doi.org/gtp8jc
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