In recent years, the examination of detrimental workplace behaviors, particularly those described by dark personality traits such as the Dark Triad and Counterproductive Work Behaviors (e.g. theft or workplace bullying), has gained substantial attention in organizational research. However, in everyday work situations, it is often more subtle tendencies in follower behavior that emerge - behaviors that, while less extreme, can undermine leadership, team climate and work processes by exhibiting strong selfish tendencies. The present study aims to address two key objectives: first, to identify common dimensions of detrimental follower behavior tendencies, and second, to develop a reliable inventory for measuring these behavior tendencies based on qualitative findings. To achieve these objectives, qualitative interviews were conducted with 20 leaders and 15 followers across various industries. The interviews, guided by a semi-structured format with predominantly open-ended questions, sought to uncover dimensions of follower behaviors that negatively impact workplace dynamics and to generate items for a subsequent survey. The analysis of the interview data revealed three core categories of detrimental follower behavior tendencies as perceived by both leaders and peers: The first category, Minimal Performance is characterized by deliberate inefficiency and task avoidance, where individuals perform duties hesitantly or incompletely. The second category, Avoidance, describes behaviors such as defiance toward instructions and disregard for workplace hierarchies. The third category, Bad Vibes, involves behaviors marked by manipulativeness, selfishness, and a lack of collegiality. Based on these findings, a 21-item inventory was developed, available in both self-assessment and external-assessment versions, with items grouped into the three identified categories. The instrument was validated in terms of convergent and divergent validity, providing a new tool to assess detrimental follower behavior tendencies using a sample of 209 leaders and employees. This inventory builds the starting point for future research to examine the effects of detrimental follower behavior tendencies on leader behavior (e.g., health-oriented leadership) and team-related outcomes and dynamics. These insights contribute to ongoing research and offer practical guidance for leaders in fostering healthier, more productive work environments.
