The dark side of success: why do organizations tolerate destructive leadership?

Abstract

Organizations frequently evaluate managers according to financial performance and the achievement of organizational targets, while the methods used to obtain these results may receive considerably less attention. This article examines the factors that may allow destructive leadership to persist within organizations through a conceptual narrative review. The analysis draws on Einarsen et al.'s definition of destructive leadership and the Toxic Triangle model developed by Padilla, Hogan, and Kaiser. Three possible organizational mechanisms are examined: performance-based evaluation systems, employee silence, and organizational dependence on individual managers. Previous meta-analyses have identified negative associations between destructive leadership and employees' job satisfaction, work commitment, and subjective well-being. Furthermore, longitudinal research suggests that the relationship between destructive leadership and employee behavior may be reciprocal. The hospitality industry is considered as a relevant context for examining the possible consequences of narrow performance evaluation and employee silence. The article also identifies research gaps concerning Kazakhstan. Rather than establishing causal relationships, the study develops three hypotheses and proposes directions for future empirical research. Its central argument is that managerial effectiveness should be assessed not only by the results achieved but also by the methods through which those results are obtained.

Keywords: destructive leadership, tyrannical leadership, Toxic Triangle, employee silence, organizational performance evaluation, hospitality industry, Kazakhstan

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How to cite

Tashkenbayeva Amina Zhanibekovna The dark side of success: why do organizations tolerate destructive leadership? // Central Asian Scientific Journal. – 2026. – No. 4(32), Vol. 2. – Pp. 83–91.