Organizational Psychology Review, Ahead of Print.
Much of the research on silence as a response to group-level abuse suggests that group members, despite collectively recognizing the leader’s abuse, choose to remain silent and accept the abuse due to fear of retaliation. However, there is also growing evidence that groups can be vulnerable to the development of blind spots that distort or entirely preclude any recognition of the leader’s misdeeds. In this paper, we draw upon existing theory and research to present a conceptual framework that outlines the group characteristics and dynamics leading such blind spots—impediments that prevent the accurate recognition or appraisal of group psychological abuse committed by a leader. The aim is to explain why groups may unwittingly tolerate abusive leaders, and to provide insights into the complexities of group dynamics and leader influence.Plain Language SummaryAbusive Leaders and Group Blind Spots Plain Language Summary: Research finds that when a group experiences abuse from a leader, members may recognize the behavior but stay silent due to fear of retaliation. However, alternate evidence suggests that groups can also develop blind spots that prevent them from recognizing the leader’s abusive behavior. This paper explains how group characteristics and dynamics contribute to these blind spots. By examining these dynamics, we aim to highlight why groups may unknowingly tolerate abusive leaders and to provide a deeper understanding of the influence of group dynamics and leadership.