While the focus of leadership research in the past was primarily on the forms, antecedents, and consequences of constructive and effective leadership, the examination of destructive forms of leadership as a separate research subject has been established in recent years. The starting point of this development are findings that point to serious individual and economic disadvantages of destructive leadership. In this chapter, the current developments in the field are presented and discussed, particularly with regard to their implications for organizational practice. First, the definition of destructive leadership and the state of research are highlighted. On this basis, perspectives for personnel and organizational development (e.g., with regard to personnel selection, feedback processes, and training) are discussed. The conclusion is an overview of current measurement instruments and a discussion of potential problems in measuring destructive leadership.