Abstract We draw from social psychological and resource‐based theories to meta‐analytically examine curvilinear relationships between destructive leadership and followers’ workplace behaviors (i.e., job performance, organizational citizenship behaviors, and workplace deviance). Overall, our meta‐analytic results demonstrate that relationships between destructive leadership and followers’ workplace behaviors are essentially linear. The limited evidence of curvilinear relationships we did find supports the application of social psychological theories when examining high levels of destructive leadership. Overall, this study's meta‐analytic regression, relative weight, and semipartial correlation results have important implications for how to interpret the conclusions drawn from prior destructive leadership research, how to conduct future studies that examine destructive leadership, and practitioners’ attempts to limit the effects of destructive leadership on followers’ workplace behaviors.
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