Stress and destructive leadership: Causes, conditions and the mitigating role of mindfulness

Lay Summary 

Dr. Arnold examines three types of destructive leadership, and whether the stresses associated with leadership are a factor that can lead to such destructive leadership behaviour. The project also explores using mindfulness as a strategy to improve leader resiliency and performance and disrupt the processes that lead to destructive leadership behaviours. Looking specifically at middle managers (a group typically overlooked in leadership research), Dr. Arnold’s project has social and financial ramifications for organizations interested in developing leadership training programs and reducing the negative impacts of destructive leader behaviours.


Adapted from:

Faculty of Business Administration
Social Sciences And Humanities Research Council - Insight Development Grant
Start date 
1 Jan 2021