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Leadership is an important subject that has been studied more by many researchers for many years While the focus on positive leadership styles still dominates leadership research; an increasing number of studies have begun to investigate different forms of negative leadership behaviours. Revealing the effects of toxic leadership on organizational commitment is the primary focus of this paper. This study investigates the relationship between toxic leadership and organizational commitment from several foci-commitment to organization, commitment to supervisor, and commitment to co-workers-to develop a better understanding for negative aspects of leadership in banking industry. To do so, a survey is conducted on 277 employees of banking industry based on the assumption that that kind of work environment is convenient for toxic leaders to emerge. The findings provide empirical evidence regarding significant and negative associations between toxic leadership and all the foci of commitment. Moreover, the findings highlight that the impact of toxic leadership behaviours on commitment to supervisor is stronger than the associations of toxic leadership with other foci of commitment. [ABSTRACT FROM AUTHOR]

Copyright of Kafkas University, Journal of Economics & Administrative Sciences Faculty / Kafkas Üniversitesi Iktisadi ve Idari Bilimler Fakültesi Dergisi is the property of University of Kafkas, Faculty of Economics & Administrative Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Large-scale, highly publicized organizational conflicts constitute organizational crises by threatening the normalcy and vitality of organizing. This study examines the case of toxic leadership within a megachurch, whose pastor and other leaders were over or founders of multiple organizations. Integrating 1) issue development within organizational conflict framing literature and 2) image restoration strategies within crisis communication literature, this study examines how issues were named, blamed, and claimed in public organizational texts during the outing of toxic leadership. Conclusions highlight the value of multiple and complimentary frameworks to analyze crisis communication and leadership. [ABSTRACT FROM AUTHOR]

Copyright of Inonu University Journal of the Faculty of Education (INUJFE) is the property of Inonu University Journal of the Faculty of Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Aim: This study examined the influence of toxic and transformational leadership practices on nurses' job satisfaction, psychological distress, absenteeism and intent to leave the organisation or the nursing profession. Background: Transformational leadership is attributed to favourable nurse consequences; however, the nursing literature is silent regarding the causal association between toxic leadership and nurses' job outcomes. Methods: This is a cross‐sectional study involving 770 registered nurses from 15 hospitals in Central Philippines. Data were collected using seven self‐report scales during the months of December 2019 to February 2020. Results: The composite scores for the transformational leadership scale and toxic leadership scale were 4.22 and 1.59, respectively. Toxic leadership predicted job satisfaction, absenteeism, psychological distress and intention to leave the profession. Transformational leadership predicted job satisfaction and intent to leave the profession. Conclusion: Results suggest that nurses working with a transformational leader report higher job contentment and lower intent to leave the nursing profession. Nurses who work for a manager exhibiting toxic leadership behaviours demonstrated lower job contentment, higher stress levels, frequent absenteeism and higher intent to leave the nursing profession. Implication for Nursing Management: Nurse retention strategies should include measures to foster transformational leadership and derail toxic leadership practices in nurse managers through evidence‐based education, training and professional development. [ABSTRACT FROM AUTHOR]

Copyright of Hacettepe University Journal of Education is the property of Hacettepe University Journal of Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Aim: This paper describes the development and testing of the psychometric property of the Toxic Leadership Behaviors of Nurse Managers (ToxBH‐NM) Scale. Background: Toxic leadership is growing increasingly pervasive in the field of nursing. However, the current literature lacks comprehensive attempts to explain how toxic leadership disrupts work processes in the field of nursing, a reality confounded in part by the absence of a reliable and a valid scale on which to examine toxic leadership behaviours in nurse managers. Methods: An exploratory sequential research design was used to formulate and evaluate the psychometric property of ToxBH‐NM Scale. The content validity was examined by experts in nursing administration. A sample of 313 nurses from selected hospitals was recruited to assess the scale's reliability and validity. The factor structure of the newly developed scale was determined by exploratory factor analysis (EFA). Results: Exploratory factor analysis for ToxBH‐NM Scale revealed 30 items loading on four factors. The overall Cronbach's α coefficient of the scale was 0.975, and Cronbach's α coefficient ranged from 0.895 to 0.965 for the four factors. Corrected item‐to‐total (0.310–0.69) and item‐to‐item correlations (0.47–0.66) were acceptable. The Scale‐content Validity Index was 0.957, and the Item‐content Validity Index ranged from 0.833 to 1.000. The test–retest reliability coefficient of ToxBH‐NM Scale was 0.801, with a reliability coefficient that ranged from 0.745 to 0.911 for the four factors. The four factors explained 71.84% of the observed variance. Conclusions: ToxBH‐NM Scale shows good psychometric properties and can be used to evaluate toxic leadership behaviours among nurse managers. Implications for Nursing Management: The use of ToxBH‐NM Scale can aid nurse managers in better understanding and managing their own leadership behaviours within their organisations and in fostering desirable work outcomes among employees, a positive work climate and overall organisational success. [ABSTRACT FROM AUTHOR]

Copyright of OPUS - International Journal of Society Researches is the property of OPUS - International Journal of Society Research and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of OPUS - International Journal of Society Researches is the property of OPUS - International Journal of Society Research and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The focus of this research was to explore school leadership in post-primary schools using an adapted Schmidt Toxic Leadership Scale ©, which the authors recalibrated to examine both constructive and destructive leadership, the impact on individuals professional and personal lives, and on staff morale. Using a mixed methods approach, data were collected from 111 teaching professionals via online survey. Findings indicated a notable emergence of toxic leadership experiences which is reported in this paper. In addition, participants reported various and concerning negative consequences including: decreased job satisfaction, professional agency, and staff morale; reduced performance; increased attrition; increased negative behaviours including incivility; stifled career development; reduced self-confidence; depression; stress and anxiety; fear; tearfulness; humiliation; anger; mistrust; exhaustion; burnout; health issues; migraines; weight gain; substance abuse, suicidal thoughts, as well as, negative consequences on personal/home life. The results indicate that the quality of leadership was perceived to influence the health of respondents and had a bearing on their occupational wellbeing. Further research is needed to understand the nature of toxic leadership in education and its effects on organisational members.

Most perspectives in leadership studies focus on theorizations about effective leadership, on the factors that potentialize the mobilization of groups toward collective endeavors. However, in practice, many individuals lack these attributes. Contributing to the understanding of this phenomenon, this research investigates bad leadership in the brazilian corporate environment, grounded on the experiences shared by 35 professionals from different sectors and areas of activity. Based on these reports and the application of content analysis, six types of bad leadership were derived: incompetent, omissive, inconsistent, rigid, abusive and unfair. The study examines the main consequences of bad leadership for followers, teams and organizations, as well as the reaction strategies most frequently adopted. The article discusses the theoretical and practical implications of these observations, presenting an agenda for future research. [ABSTRACT FROM AUTHOR]

Ever-growing business challenges emphasize the necessity for organizations to develop a competent workforce to achieve more stable and inclusive growth. Therefore, this study explored the ever-growing interest in expatriate workers to support organizational competitiveness. This study focuses on Uzbekistan, as its growing competitiveness is pressurizing leader-follower dyads and organizational innovation capabilities to improve productivity, reduce costs, and become more profitable. Workplace environments can be sensitive towards leadership behaviours that can adversely affect expatriates' readiness for innovation. Therefore, this research study addressed the gap in empirical evidence within the leadership literature relevant to the interplay between toxic leadership and expatriates' readiness for innovation. This qualitative descriptive study employed an explorative phenomenological cross-sectional design (n=10) into expatriates' real-life experiences to understand the effects of toxic leadership on their readiness for innovation. The findings from the phenomenological study suggest that toxic leadership can adversely affect expatriate's readiness for innovation. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Administrative Sciences / Yonetim Bilimleri Dergisi is the property of Canakkale Onsekiz Mart Universitesi, Terzioglu Kampusu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The purpose of this paper is to validate for the Portuguese language the Toxic Leadership Scale and the Empowering Leadership Questionnaire. The concept of empowerment and the concept of leadership toxicity are conceptually opposite reflecting, respectively, detrimental and developmental effects on subordinates. After the technical procedures of translation (and back translation) of the items of the two instruments, both were applied to a sample of 408 Portuguese workers from several activity sectors. Confirmatory factor analysis indicate a good fit to the original factorial structures of the two instruments. The reliability (composite reliability and Cronbach's Alpha) is adequate. The negative correlations obtained between the dimensions of toxic leadership and empowering leadership support the conceptual opposition between both constructs. This study provides empirical evidence of the validity of the measures of toxic leadership and empowerment leadership, being a reference for validation in other Portuguese-speaking countries. [ABSTRACT FROM AUTHOR]

Senior executives are often the tip of the hierarchal spear with skillset, expertise and business acumen that are incredibly 'vital to organizations. Naturally, they are expected to display high commitment levels to the organization, especially during tough times, like the reign of a toxic leader. This qualitative study examined the nature of organizational commitment through the prism of seven senior executives and revealed four main themes. Overall, circumstantial organizational changes such as the behavior of board members and chief executives, as well as frequent restructuring greatly influences the commitment of senior executives. Furthermore, those senior executives form a symbiotic relationship with their organizations which guides their commitment and consequential reciprocal behavior. [ABSTRACT FROM AUTHOR]

Copyright of Itobiad: Journal of the Human & Social Science Researches / İnsan ve Toplum Bilimleri Araştırmaları Dergisi is the property of Itobiad: Journal of the Human & Social Science Researches and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study aims to test the model that evaluates the effect of toxic leadership on job satisfaction and turnover intention as well as understand if job satisfaction of nurses and hospital employees has a mediating effect between toxic leadership perceptions (self-seeking, negative state of mind, selfishness, in appreciativeness) and turnover intention. The data of this study were obtained by questionnaire method from a total of 658 healthcare personnel in three public and three private university hospitals in Istanbul, Turkey. Confirmatory Factor Analysis (CFA) was applied to test the structure established after the exploratory factor analysis. Structural Equation Model (SEM) was used for testing hypotheses. Sobel test was used to validate the mediating variables. According to the Sobel test, the mediator effect of job satisfaction is found to be statistically significant between self-seeking and turnover intention (z = -2.34, SE = .017, p < .050), the mediator effect of job satisfaction is found to be statistically significant between inappreciativeness and turnover intention, and the mediator effect of job satisfaction is found to be statistically significant between negative state of mind and turnover intention (z = -2.01; SE = .012, p < .050). [ABSTRACT FROM AUTHOR]

Toxic leadership is a type of leadership that affects others for selfish goals and personal interests, and those results in negative consequences for followers and long-term organizations by disrupting organizational health through such behavior. In this study, the toxic leadership behaviors of Vocational School lecturers were tried to be determined based on student perceptions. The research was designed in the type of survey. The study group of the study consisted of a total of 239 students in Vocational School of a university in Central Anatolia, 68 of which were technical and 171 were in social programs. The data were collected with the help of the Toxic Leadership Scale developed. In the analysis of the data, arithmetic mean, binary comparison techniques and correlation analysis technique were used. Findings showed that the perception level is generally 2.38 in terms of toxic leadership. The toxic leadership perception in the students was found to be lowest level with 2,23 means at the dimension of ignorance and to be highest level with 2,55 means at the dimension of negative mood. There is no significant difference between these views of students regarding the social and technical program factors of gender and education. Positive correlations between the subscales of the toxic leadership scale ranged from .63 to .73. The results of the research are discussed on the basis of the related literature and some suggestions based on the findings are presented. [ABSTRACT FROM AUTHOR]

Organizations today face several issues, including workplace bullying (WB) which not only affects individuals but also reduces organizational productivity. The present study examines the impact of WB, measured through social exclusion (SE), verbal harassment (VH), and toxic leadership (TL), on proactive safety behavior (PSB) among employees working in the aviation industry. Emotional exhaustion (EE) is also used in the study as a mediator between WB and PSB among employees. The study's target population is the employees working in the aviation industry, and we collected cross-sectional data from 308 respondents who were employees at Jinnah International Airport (JIAP), Karachi. Data were collected during August and September 2023. SPSS-20 was used to conduct statistical analysis and estimate the aforementioned relationships. The empirical results reveal that all forms of WB have a significant and negative effect on PSB among employees. Moreover, the study also found a significant mediating relationship between WB and PSB among employees. Therefore, the findings suggest that the airline industry needs to establish a safe and bullying-free working environment for employees' better physical and psychological well-being. Moreover, the study recommends the establishment of a confidential complaint management system to address WB-related issues. Lastly, it suggests setting up a psychological consultation department for employee counseling. However, it is important to note that the study's limited timeframe and focus on a single airport may limit the generalizability of the results. [ABSTRACT FROM AUTHOR]

Charles Darwin’s prediction from 1859, that future psychology was going to be built on principles derived from evolutionary theory came at last to be fulfilled. Nowadays, there are at least four disciplines that attempt to explain human behaviours as evolutionary adaptations (or maladaptations) to the natural and/or social environment: human sociobiology, human behavioural ecology, evolutionary psychology, memetics and gene–culture coevolution theory (in our view, the most adequate of all). According to gene–culture coevolution theory, articulated language was the singular phenomenon that permitted humans to become a cultural species, and from that moment on culture become itself a selection factor. Culture means transmission of information from one generation to the next and learning from other individuals’ experiences, trough language. So, it is of critical importance to have good criteria for the selection of those individuals from whom we should learn. Yet when humans also choose their leaders from among those role-models, according to the same criteria, this mechanism can become a maladaptation and the result can be toxic leadership.

This paper gives consideration to global trends and recent developments in education systems, particularly as they relate to schools and school leaders operating in high stakes accountability cultures. The importance of leadership for organisation success is noted alongside a number of other key within-school factors such as teacher quality. Successful leaders are differentiated from high-performing leaders and the notion of «leadership for learning» is outlined. This leads to a discussion of the nature of learning – leading learning for what? – and the accountability pressures that make its enactment increasingly problematic whilst, in some cases, leading to undesirable practices. There is need for a cadre of proactive, reflective leadership professionals with social responsibilities. Education systems and schools need reflective professionals who are able to make judgements and act upon what is considered to be «educationally desirable». The challenges educational leaders face, both now and in the future, including keeping the focus on «learning» and seeing themselves as proactive reflexive leadership professionals, are also discussed.

Nowadays, different levels of stress and nervousness can be found in organizations. Owing to the fact that employees spend most of their time in organizations, stress may affect the health of employees. Hence, study of stress and the factors that make stress can be a viable decision in that by eliminating these factors organizations can have healthier employees. This study is a correlation study which aims to determine the possible relationship between toxic leadership and job stress. Data collection tools including two standard questionnaires were used. The questionnaire adopted from toxic leadership (Schmidt and Hanges 2009) to measure the toxic leadership in organizations and the NIOSH Generic Job Stress Questionnaire (Hurrell and McLaney 1988) to measure the job stress. In order to analyze the data SPSS software was used. Results show that there is a significant direct relationship between toxic leadership and the job stress of employees. In other words, the more toxic leadership perceived by employees, the more job stress they feel.

Bu çalışmanın amacı iş yerinde liderliğin karanlık yüzünü oluşturan davranışların, bu davranışların çalışanlar üzerinde oluşturduğu etkilerin ve çalışanların bu davranışlara verdiği tepkilerin ne olduğunu ülkemiz bağlamında açığa çıkarmaktır. Araştırma verisi mülakat, odak grup görüşmesi ve gözlem yöntemleri kullanılarak toplanmış ve içerik analizi yöntemine uygun olarak analiz edilmiştir. Mülakatlar 9, odak grup görüşmesi ise 4 kişi ile yapılmıştır. Gözlem, açık ofis yerleşimli bir iş yerinde yapılmıştır. Katılımcılar araştırmacıların sosyal ağı içerisinden amaçlı örnekleme yöntemine göre belirlenmiştir. Analiz sonucunda karanlık liderliği oluşturan davranışlar; bezdirici, narsistik, samimiyetsiz ve zorbaca davranış temaları ile; karanlık liderliğin çalışanlar üzerindeki etkileri; psikolojik etkiler ve fizyolojik etkiler temaları ile, karanlık liderliğe verilen tepkiler ise; aktif tepkiler ve pasif tepkiler temaları ile açıklanmıştır. Araştırma bulguları yönetim ve organizasyon yazınına sağlanan katkılar ile uygulamaya dönük yansımaları açısından değerlendirilmiştir.

The paper examines the issue of assessing the extent of precarious labour relations considered by the authors as one of the systemic factors of social pollution. The emergence of the social pollution of the labour sphere is primarily caused by the aspiration of employers to reduce labour costs. It leads to an increasing spread of the use of toxic practices of the personnel management. This article presents the interim results of the monitoring study, implemented by the authors on the basis of the methodology which includes the sociological survey of the employees of Russian enterprises of different economic sectors. In 2014, the authors held a pilot study in order to test the methodological tools of the evaluation of social pollution level in labour sphere including the assessment of the degree of precarious labour relations as well as verification of the hypothesis of this research. Following the results of the pilot study, the sociological survey tools were improved. The survey took place in 2015 among workers of the Sverdlovsk region. The obtained results allow us to identify the toxic elements of labour sphere. These elements are associated with the precarious labour relations and have a negative impact on the physical and psychosocial health of employees. Also, we can make conclusions about the existing trends that reflect the qualitative characteristics of current changes in the relationship between employers and employees. The limitations of the presented results are conditioned by the fact that the monitoring assumes conducting annual surveys for a long period. However, the interim findings are of interest and can be used to find solutions of the problems caused by the increasing precarious labour relations both at the level of enterprise and at the level of regional power.

Organizational cynicism is a key factor in employee burnout, emotional exhaustion, and turnover and directly reduces organizational citizenship behavior, commitment, and effectiveness. Still, little empirical research examines antecedents of organizational cynicism. This study applies a dark side of leadership framework from an organizational and leadership perspective to examine the relationship between perceived toxic leadership and organizational cynicism in a military educational environment. Survey and interview data were used to assess the relationship between toxic leadership and organizational cynicism as reported by U.S. Air Force Academy cadets. Results demonstrate a positive relationship between toxic leadership and organizational cynicism, such that those who report having leaders with toxic characteristics are likely to have more negative attitudes toward their organization. Self-promotion emerged as the sole significant toxic leadership dimension predicting cynicism. Group differences in perceived toxic leadership are found for race but not for gender or amount of time within the organization. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Faculty of Educational Sciences is the property of Ankara University, Faculty of Educational Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Over the last 25 years, there has been an increasing fascination with the “dark” side of leadership. The term “destructive leadership” has been used as an overarching expression to describe various “bad” leader behaviors believed to be associated with harmful consequences for followers and organizations. Yet, there is a general consensus and appreciation in the broader leadership literature that leadership represents much more than the behaviors of those in positions of influence. It is a dynamic, cocreational process between leaders, followers, and environments, the product of which contributes to group and organizational outcomes. In this paper, we argue that, despite this more holistic recognition of leadership processes within the broader leadership literature, current conceptualizations and analyses of destructive leadership continue to focus too heavily on behaviors and characteristics of “bad” leaders. In our view, to achieve a more balanced understanding of destructive leadership, it is important to adopt more integrative approaches that are based in the contemporary leadership discourse and that recognize flawed or toxic leaders, susceptible followers, and conducive environments as interdependent elements of a broader destructive leadership process. To this end, we offer a critique of the destructive leadership literature, propose a broader definition of destructive leadership, and highlight gaps in our understanding of leaders, followers, and environments in contributing to destructive leadership processes. Finally, we conclude by discussing strategies for examining destructive leadership in a broader, more holistic fashion. [ABSTRACT FROM AUTHOR]

Toxic leadership is a leadership that the negative aspects of some leadership types come together. Toxic character leaders will have negative impacts on organizations and employees. Accordingly, it is evaluated that the level of organizational commitment of the employees will decrease and the intention to leave the work will increase. The aim of this research is to examine the level of toxic leadership of the organization leader in which the research is conducted, the assessment of employees' organizational commitment and intent to leave, as well as the level of interaction between the concepts of toxic leadership, organizational commitment and intent to leave the job. Population of the study constitutes the employees of three textile companys operating in the province of Bitlis. Survey form method was used in order to collect data for the research and convenience sampling method used in selecting the sample. The obtained data were subjected to correlation and multiple regression analysis in the direction of the research purpose. As a result of the research, significant releationships were found between subscales of toxic leadership and organizational commitment and intention to leave work. In addition, some dimensions of toxic leadership were found to have significant effects on organizational commitment and intention to leave work, and some dimensions did not have any influence. [ABSTRACT FROM AUTHOR]