The Experience of Counterproductive Leadership on Mental Health and Impact on Retention in U.S. Marines: A Phenomenological Study

Authors: Schrum M* and Finney K

DOI: 10.23880/pprij-16000465

Volume 11, Issue 2

Abstract

This qualitative interpretative phenomenological study explored how counterproductive leaders influenced psychological distress and retention decisions in U.S. Marines. By way of semi-structured interviews and purposive sampling, it provided an indepth understanding of service members’ experiences with counterproductive leaders and how those experiences contributed to psychological distress and their decision to leave the service. Results showed that working for a counterproductive leader produced clinical symptoms of depression and anxiety while exacerbating other mental health issues like posttraumatic stress disorder, increased anger, frustration, and maladaptive coping mechanisms like alcohol use, influenced suicidal thoughts and ideations, decreased self-worth, confidence, self-efficacy, and work motivation, and decreased trust in senior leaders and colleagues. The findings from this study add to the literature on the negative implications counterproductive leaders have on service members and can be used to help develop military leaders, leadership curricula, and intervention policies.

Keywords: Counterproductive; Leadership; Military; Marines; Mental Health; Retention

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