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Description

Work environments perceived as psychologically unsafe as a result of leadership behaviors are correlated with increased social-emotional and occupational problems amongst staff. These dynamics are particularly damaging in nonprofits which frequently rely on trust, moral authority, and shared values.

This systematic literature review examines how leadership behaviors perceived as psychologically unsafe affect outcomes for organizational members in nonprofits, as well as what structural safeguards may moderate these effects.

A review of the final identified studies published within the last five years reveals three thematic domains:

(1) types of interpersonal leader behaviors which cause harm;

(2) forms of resultant psychological, social, or occupational (but not physical) harm to organizational members; and

(3) practices that organizations can use to prevent against or mitigate such harm.

Publication Date

4-30-2026

Keywords

leadership-driven harm, nonprofits; structural safeguards

Mission, Misconduct, and Mitigation: Leadership-Driven Harm and Structural Safeguards in Nonprofits: A Systematic Literature Review

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