Year: 2026
Type: article
Abstract: Unethical leadership remains a persistent problem within organizations, negatively impacting employee attitudes, team dynamics, and overall performance. The purpose of this qualitative study was to explore how unethical leadership behaviors can impact team performance. Guided by four research questions, this study examined the effects of unethical leadership, the behaviors that contribute to decreased performance, employee perceptions of such behaviors, and strategies organizations can use to address them. Data were collected through semi‑structured interviews, using the Unethical Leadership Scale for methodological triangulation. A qualitative thematic analysis was conducted to identify patterns and recurring themes across participant responses. The findings revealed several key themes, including psychological disengagement, ethical climate contagion, abuse of power, ethical violations, organizational injustice, interpersonal harm, negative team climate impact, and organizational accountability mechanisms. Results indicated that unethical leadership behaviors contribute to decreased morale, diminished trust, reduced motivation, and lower team performance. This study was grounded in leadership and organizational behavior theories, as well as a biblical framework emphasizing integrity, accountability, and ethical conduct. The findings provide practical implications for improving leadership practices and strengthening organizational accountability systems, while also contributing to the theoretical understanding of how unethical leadership affects both individual and team-level outcomes. Overall, this study highlights the importance of ethical leadership in fostering positive organizational environments and promoting effective team performance.
Author: Conroy, Katlin R
Institution: Liberty University
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W7170117337