The Case of Toxic Leadership on Mars Hill: Conflict Framing and Image Restoration Strategy in the Devolution and Dissolution of a Megachurch

Authors

  • R. Tyler Spradley Stephen F. Austin State University
  • Elizabeth Spradley Stephen F. Austin State University

DOI:

https://doi.org/10.33423/jlae.v17i6.3797

Keywords:

Leadership, Accountability, Ethics, abusive and coercive organizations, toxic leadership, conflict framing, crisis communication, image restoration, faith-based organizations

Abstract

Large-scale, highly publicized organizational conflicts constitute organizational crises by threatening the normalcy and vitality of organizing. This study examines the case of toxic leadership within a megachurch, whose pastor and other leaders were over or founders of multiple organizations. Integrating 1) issue development within organizational conflict framing literature and 2) image restoration strategies within crisis communication literature, this study examines how issues were named, blamed, and claimed in public organizational texts during the outing of toxic leadership. Conclusions highlight the value of multiple and complimentary frameworks to analyze crisis communication and leadership.

Downloads

Published

2020-12-30

How to Cite

Spradley, R. T., & Spradley, E. (2020). The Case of Toxic Leadership on Mars Hill: Conflict Framing and Image Restoration Strategy in the Devolution and Dissolution of a Megachurch. Journal of Leadership, Accountability and Ethics, 17(6). https://doi.org/10.33423/jlae.v17i6.3797

Issue

Section

Articles