Examining destructive leadership in projects: a bibliometric analysis

Purpose Destructive leadership (DL) has attracted growing scholarly attention in project management because of its adverse implications for project outcomes. Despite this, the existing literature remains fragmented, offering limited collective insight into how DL has been conceptualized and examined in project-based environments. To overcome these limitations, this study offers a systematic and integrative review of the DL literature in project management, synthesizing prior research to provide a clearer understanding of the field. Design/methodology/approach The study employs bibliometric analysis as the primary research design, supported by a systematic literature review guided by PRISMA to ensure transparency and rigor. The study systematically identified 64 relevant publications (k = 64, N = 502) from two leading academic databases: Web of Science and Scopus. Multiple analytical techniques were employed to map the intellectual landscape and evolution of DL research. Moreover, the study identified and categorized the theoretical perspectives that were used to explain DL in project management research. It also provides an agenda for future research. Findings The thematic analysis uncovered five dominant research clusters demonstrating that DL exerts multidimensional effects on team functioning, emotional processes, and project performance. While also highlighting contextual factors, including emotional intelligence and governance structures that shape the intensity of DL effects. The study also identifies managerial responses to address these effects. Research limitations/implications The study provides important theoretical contributions by reconceptualizing destructive leadership (DL) as a multidimensional construct rather than isolated styles such as abusive or toxic leadership. It demonstrates that DL encompasses psychological, relational, emotional and structural mechanisms that influence project processes and outcomes. By integrating systematic literature review, bibliometric analysis, and thematic analysis, the study introduces a novel methodological approach that uncovers intellectual patterns and theoretical gaps in project management research. The findings highlight theoretical imbalance and limited contextualization in project settings. Additionally, the five thematic clusters trace a shift from performance-focused views to deeper insights into psychological erosion, relational vulnerability and governance-driven amplification. Practical implications The study offers practical implications for project-based settings characterized by temporality, milestone pressure and flexible team structures. It highlights the need to monitor psychological safety and stress during critical phases to prevent emotional strain. Strengthening leader–member exchange through clear role definition and structured communication is essential in multi-project environments. In knowledge-intensive projects, organizations should address emotional exhaustion through behavioral screening and leadership coaching focused on ethics and emotional regulation. Emotional intelligence emerges as a key capability for managing conflict and short project cycles. In megaprojects, robust governance mechanisms, including reporting systems and whistleblowing provisions, are vital to prevent the institutionalization of destructive leadership. Social implications This study offers important societal implications by highlighting how destructive leadership (DL) extends beyond project outcomes to affect employee well-being and broader social sustainability. By exposing psychological strain, emotional exhaustion and relational breakdown, the findings emphasize the need for healthier work environments in project-based industries. Promoting ethical leadership, emotional intelligence and accountability can enhance workforce resilience and reduce harmful workplace behaviors. The study also underscores the importance of governance mechanisms and organizational policies in preventing the normalization of destructive practices. Ultimately, addressing DL contributes to improved quality of work life, sustainable employment practices and more responsible and human-centered organizational systems. Originality/value This study offers one of the most comprehensive syntheses of DL literature in project management to date. By consolidating dispersed literature, identifying core thematic domains and highlighting theoretical gaps, it advances the nomological understanding of DL.