This chapter investigates destructive rebels within organizations, conceptualized as actively disengaged employees whose behavior undermines performance and collective well-being. Drawing on Gallup and related studies, it highlights the prevalence of disengagement—affecting up to 20% of professionals—and identifies leadership-related factors, such as unfair treatment, excessive workload, and inadequate communication, as primary antecedents. This chapter delineates five categories of destructive rebels, including aggressive, manipulative, and opportunistic types, each driven by self-interest rather than organizational objectives. Through empirical findings and case analysis, it argues that effective leadership and systemic adaptability are critical to mitigating disengagement’s detrimental effects.