This study aims to explore the persistence and impact of Management by Perkele (MBP) in Finnish family-owned SMEs, examining its characteristics, prevalence and effects on employees and organizations.
Utilizing a mixed-methods approach, this study collected qualitative and quantitative data through an anonymous online survey. The data were analyzed using content analysis to identify recurring themes related to leadership experiences, employee perceptions and organizational outcomes. The research addresses three key areas: (1) how employees perceive and describe MBP leadership, (2) the defining traits and extent of MBP in family-owned businesses and (3) its impact on employee well-being, motivation and turnover.
The results reveal that MBP exhibits strong parallels with destructive leadership styles, including autocratic and toxic leadership. While it fosters a highly controlled and efficiency-driven work environment, it also contributes to workplace stress, decreased motivation and high employee turnover. Employees under MBP leadership experience diminished psychological safety, limited autonomy and, in extreme cases, hostile workplace conditions.
This study contributes to the broader discourse on destructive leadership. It underscores the need for leadership development initiatives that balance firm managerial control with employee well-being. Future research should explore MBP across different organizational contexts and investigate intervention strategies to mitigate its negative effects.
This study challenges the prevailing assumption that MBP has been replaced by modern, democratic leadership approaches. Instead, it highlights the ongoing and often covert existence of MBP in family-owned Finnish businesses, illustrating its dual impact – maintaining operational efficiency while deteriorating employee well-being and long-term organizational sustainability.
