Human Resource Development Review 2015, Vol. 14(1) 64–90 © The Author(s) 2015 Reprints and permissions: sagepub.com/journalsPermissions.nav DOI: 10.1177/1534484314552437 hrd.sagepub.com Integrative Literature Reviews Skunked: An Integrative Review Exploring the Consequences of the Dysfunctional Leader and Implications for Those Employees Who Work for Them Kevin Rose 1 , Brad Shuck 1 , Devon Twyford 1 , and Matt Bergman 1 Abstract Dysfunctional leaders are described in the research literature as those leaders who consistently place burdensome structures in the path of progress, intentionally or unintentionally violate psychological contracts, and generally treat their employees with a disrespectful approach. Research suggests that upward of 13% to 36% of employees in the United States work with a leader whose approach could be described as dysfunctional. Yet, research regarding this negative organizational phenomenon is surprisingly limited. Moreover, scholarship in the field of human resource development (HRD) is nearly void of research on this topic. The purpose of this integrative literature review was to examine the literature on dysfunctional leadership and to highlight conceptual links present across various streams of scholarship. Specifically, we systematically categorized the dysfunctional behaviors that leaders exhibit, highlighted the short- and long-term effects of working under a dysfunctional leader as well as documented the known strategies for working through the effects of dysfunction. Keywords leadership, dysfunction, human resource development 1 University of Louisville, KY, USA Corresponding Author: Kevin Rose, College of Education, University of Louisville, Rm. 336, Louisville, KY 40292, USA. Email: kevin.rose@louisville.edu 552437HRD XX X 10.1177/1534484314552437Human Resource Development ReviewRose et al. h-article 2015 by guest on April 6, 2016 hrd.sagepub.com Downloaded from