Search

This article reflectively applies measurement tools to gage whether a renowned financier and champion of shareholder capitalism, in 20th century business history, might be categorized as a corporate psychopath. The article examines aspects of the career of the outstanding financial investment manager, Bernie Madoff. Psychopaths and corporate psychopaths are defined as background to the article. Gauges of corporate psychopathy and psychopathy are outlined which could be modified by market research companies to identify corporate psychopathy in organisations as a way of aiding investment decisions into such organisations. The current article concludes that insolvencies such as those at Madoff's investment company, have been distinguished by CEOs being present who were simultaneously the lauded agents of financial market capitalism and who embodied the traits of the corporate psychopath. The examination of potential corporate psychopaths using this historical methodology helps inform ideas about what the effects of psychopathic leadership may be within economies and gives new insights into the reasons for the greed, risk taking, and unethical practices found in financial markets. Findings support the accepted view that corporate psychopaths can be discovered in senior roles in the financial services sector. This current paper provides new avenues for research offerings from market research companies. For example, business to business researchers could undertake research to identify firms more likely to be longitudinally viable, sustainable and less likely to collapse (i.e., non-psychopathic firms). Investment companies like pension funds could use such research to identify firms that are less risky, more ethical, better led, and therefore safer to invest in. [ABSTRACT FROM AUTHOR]

This study aimed to investigate the relationship between toxic leadership and turnover intentions and whether this relationship was moderated by emotional intelligence. The sample consisted of 202 participants working in organizations based in Portugal. The results show that toxic leadership is positively and significantly associated with turnover intentions. Regarding emotional intelligence, only the dimensions of the use of emotions and the emotions of others are positively and significantly associated with turnover intentions. As for the moderating effect, only the use of emotions and emotion regulation dimensions moderate the relationship between toxic leadership and turnover intentions. Participants with high levels of emotion use and emotion regulation, when compared to participants with low levels of emotion use and emotion regulation, found that toxic leadership was relevant in boosting their turnover intentions. It can be concluded that participants use their emotional capacities to move away from toxic environments in search of new and better working conditions. [ABSTRACT FROM AUTHOR]

This article aims to investigate the impact of toxic leadership (TL) on counterproductive work behavior (CWB) with the mediating roles of organizational cynicism (OC) and organizational injustice (OIJ), using 392 questionnaires collected from employees working in the Egyptian higher education sector. The data are examined using AMOS 25 for structural equation model (SEM) analysis. The results show that toxic leadership positively affects CWBs, organizational cynicism, and organizational injustice. Furthermore, organizational cynicism positively affects CWBs, and organizational injustice significantly affects CWBs. Finally, organizational cynicism and injustice partially mediate the relationship between toxic leadership and CWBs. This study adds novelty to the literature by exploring the influence of toxic leadership on CWBs, OC, and OIJ in Egypt's higher education sector. As a result, addressing the prevalence of toxic leadership and its ripple effects is essential for fostering sustainable organizational cultures. Sustainable work environments prioritize fairness, employee well-being, and positive leadership practices, reducing counterproductive behaviors. Finally, this article reviews the limitations but also assesses the substantial contributions to theory and practice made by the paper. [ABSTRACT FROM AUTHOR]

Purpose - The paper aims to deepen the understanding of various psychological and sociological theories that contend that people prefer to work in a healthy environment that provide favorable working conditions, such as affective events theory, well-being theory, leadership theory, and organizational support theory. Therefore, if the hospitality sector does not provide appropriate working conditions and does not support psychological wellbeing, it might be difficult to find motivated and devoted employees. Methodology/Design/Approach - The study used a self-administered questionnaire and opted for a descriptive-analytical design. Typically, the interviewer or a representative from an official position hands out this kind of questionnaire to the interviewees. The researcher contacted 396 front-line staff members at five-star hotels belonging to a chain in the most popular tourist areas in Egypt. The data were analysed using the Smart PLS statistical program to test the study hypotheses. Findings - The paper provides insights into how toxic leadership negatively influences employee wellbeing and positively influences behavioural cynicism. In addition, employee silence significantly moderates the relationship concerning toxic leadership and employees' outcomes (wellbeing and behavioural cynicism). These results raise a number of theoretical and practical implications for hospitality practitioners. Originality of the research - This paper fulfils an identified need to study various psychological and sociological theories in the hospitality context to give more understanding of how employee silence maximizes the negative consequences upon wellbeing. Furthermore, justifies employees' behavioural cynicism as a sign of indulging in a toxic leadership. Additionally, in the academic literature on hospitality, this study is one of the very few that investigated behavioural cynicism consequences and considered employee silence as a moderator. [ABSTRACT FROM AUTHOR]

This study covers articles on toxic leadership published in DergiPark and Web of Science in the last decade (2014-2023). The aim of this study is to provide information about articles on toxic leadership in the literature, to reveal its limitations, and to determine the differences between articles written on DergiPark and WoS platforms. A review was conducted on DergiPark and WoS, and 44 and 124 articles were found in the DergiPark and 124 articles were found in the WoS. The 168 articles were evaluated according to publication years, number of authors, number of citations, type, related variables, and sample groups. It was observed that there were more publications on the WoS than on the DergiPark, and articles on the WoS were cited more. The study found that the emphasis on toxic leadership is increasing daily. It has been observed that very few studies have examined publications on toxic leadership, and no study has compared DergiPark and WoS platforms. This study is important for observing and evaluating the current state of toxic leadership literature. In addition, it may lead to future studies in the context of related variables. [ABSTRACT FROM AUTHOR]

This study aimed to test the effect of toxic leadership on turnover intentions and whether burnout syndrome mediates this relationship. This study's sample consists of 309 participants who work in organizations based in Portugal and Angola. The results indicate that toxic leadership positively and significantly affects burnout syndrome and turnover intentions. As for burnout, only the disengagement dimension positively and significantly affects turnover intentions. Disengagement partially mediates the relationship between toxic leadership and turnover intentions for participants working in Portugal and a total mediation effect for participants working in Angola. Organizations should be concerned about the leadership style adopted by their leaders, because if there is a toxic leader, this will lead to burnout syndrome in their subordinates and cause them to leave the organization, since turnover intentions are the best predictor of voluntary departure from the organization. [ABSTRACT FROM AUTHOR]

Purpose – The paper aims to deepen the understanding of various psychological and sociological theories that contend that people prefer to work in a healthy environment that provide favorable working conditions, such as affective events theory, well-being theory, leadership theory, and organizational support theory. Therefore, if the hospitality sector does not provide appropriate working conditions and does not support psychological wellbeing, it might be difficult to find motivated and devoted employees. Methodology/Design/Approach – The study used a self-administered questionnaire and opted for a descriptive-analytical design. Typically, the interviewer or a representative from an official position hands out this kind of questionnaire to the interviewees. The researcher contacted 396 front-line staff members at five-star hotels belonging to a chain in the most popular tourist areas in Egypt. The data were analysed using the Smart PLS statistical program to test the study hypotheses. Findings – The paper provides insights into how toxic leadership negatively influences employee wellbeing and positively influences behavioural cynicism. In addition, employee silence significantly moderates the relationship concerning toxic leadership and employees’ outcomes (wellbeing and behavioural cynicism). These results raise a number of theoretical and practical implications for hospitality practitioners. Originality of the research – This paper fulfils an identified need to study various psychological and sociological theories in the hospitality context to give more understanding of how employee silence maximizes the negative consequences upon wellbeing. Furthermore, justifies employees’ behavioural cynicism as a sign of indulging in a toxic leadership. Additionally, in the academic literature on hospitality, this study is one of the very few that investigated behavioural cynicism consequences and considered employee silence as a moderator.

The aim of this research is to examine the detrimental impacts of toxic leadership behaviors displayed by managers on their subordinates. Specifically, the study investigates the effects of toxic leadership behaviors such as lack of appreciation, self-interest, selfishness, and negative spiritual state, as perceived by employees, on various organizational outcomes including affective commitment, job satisfaction, organizational identification, perceived job performance, and turnover intention. A total of 419 employees working in public or private institutions completed a questionnaire to collect the data. The study first assessed the reliability and validity of the measurement scales and then tested the proposed hypotheses utilizing path analysis within the framework of structural equation modeling. The results of the study indicate that lack of appreciation, self-interest, and selfishness have significant predictive effects on different employee attitudes and behaviors, whereas negative spiritual state does not significantly affect employee attitudes and behaviors. Consequently, the study demonstrates that toxic leadership negatively affects affective commitment, job satisfaction, organizational identification, perceived job performance, and increases the intention to leave. The findings provide important insights for scholars and practitioners alike, and can be used to develop strategies to mitigate the negative effects of toxic leadership on employees and organizations.

Abstract Background Toxic leadership is abusive, destructive, and detrimental to nurses, can decrease nurse morale, increase stress levels, diminish organizational performance, and cause employee emotional exhaustion. Emotional exhaustion, a key component of burnout, has been linked to decreased job performance and increased likelihood of engaging in deviant behaviors at work. Organizational cynicism, as a negative attitude or distrust towards the organization and its leadership, may exacerbate the relationship between toxic leadership and workplace deviance. This study aims to explore how toxic leadership, workplace deviance, emotional exhaustion, and organizational cynicism are interrelated in the nursing profession. Method A multicenter descriptive, cross-sectional research design was conducted at three university hospitals affiliated with three Egyptian governorates: Zagazig, El-Fayoum, and Alexandria. Two hundred forty-three nurses completed the Personal and Job-related Data Questionnaire, Toxic Leadership Scale, Emotional Exhaustion Scale, Workplace Deviance Scale, and Organizational Cynicism Scale. Mediation analysis using SPSS PROCESS revealed that emotional exhaustion indirectly influences the relationship between toxic leadership and workplace deviance, while hierarchical multiple regression showed that organizational cynicism moderates this relationship, with linear regression confirming the predictive impact of these variables on workplace deviance. Results Toxic leadership exhibits a substantial positive influence on workplace deviance (B = 16.132, p

The current study aims to examine how toxic management styles can lead to both psychological and physical withdrawal of employees in the healthcare sector. The quantitative approach was used in this research. Preliminary data was collected through online questionnaires from 413 employees working in private and public hospitals and health centers in France. Structural equation modeling was used to test the research hypotheses in the SmartPLS program. The research results indicate a direct positive effect of two styles of toxic leadership (unpredictability and authoritarian leadership) on physical withdrawal behaviors. The results also showed that self-promotion and unpredictability positively affect psychological withdrawal behaviors in hospitals and health centers. The results of the research can be useful for managing health centers to remove the behaviors of toxic leaders from the work environment and protect and support staff so that they can continue carrying out their duties. [ABSTRACT FROM AUTHOR]

While defining ‘good’ leadership has been the subject of management studies for decades, research on ‘bad’ leadership is still relatively rare. Many of us experience the ‘dark side’ of leadership in the workplace, however, there is little exploratory research about it in Hungary. The aim of this study is to promote the understanding of ‘toxic’ leadership, revealing its basic characteristics and effects, as well as the possible organisational interventions and coping methods. In the qualitative phase of this study, the authors defined its characteristics by collecting data from managers, experts (N = 15) and employees (N = 76), and content analysing 658 phrases, and in the next, quantitative phase, they tested the dimensions of toxic leadership (narcissism, self-promotion, unpredictability, abusive supervision, and authoritarian leadership) with an online survey (N = 198) using the items of Schmidt’s Toxic Leadership Scale. [ABSTRACT FROM AUTHOR]

Copyright of Kastamonu Education Journal / Kastamonu Eğitim Dergisi is the property of Kastamonu Education Journal 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.)

Background: Toxic leadership is abusive, destructive, and detrimental to nurses, can decrease nurse morale, increase stress levels, diminish organizational performance, and cause employee emotional exhaustion. Emotional exhaustion, a key component of burnout, has been linked to decreased job performance and increased likelihood of engaging in deviant behaviors at work. Organizational cynicism, as a negative attitude or distrust towards the organization and its leadership, may exacerbate the relationship between toxic leadership and workplace deviance. This study aims to explore how toxic leadership, workplace deviance, emotional exhaustion, and organizational cynicism are interrelated in the nursing profession. Method: A multicenter descriptive, cross-sectional research design was conducted at three university hospitals affiliated with three Egyptian governorates: Zagazig, El-Fayoum, and Alexandria. Two hundred forty-three nurses completed the Personal and Job-related Data Questionnaire, Toxic Leadership Scale, Emotional Exhaustion Scale, Workplace Deviance Scale, and Organizational Cynicism Scale. Mediation analysis using SPSS PROCESS revealed that emotional exhaustion indirectly influences the relationship between toxic leadership and workplace deviance, while hierarchical multiple regression showed that organizational cynicism moderates this relationship, with linear regression confirming the predictive impact of these variables on workplace deviance. Results: Toxic leadership exhibits a substantial positive influence on workplace deviance (B = 16.132, p < 0.001), as does emotional exhaustion (B = 8.760, p < 0.001) and organizational cynicism (B = 5.376, p = 0.036). Furthermore, the interaction terms of toxic leadership, organizational cynicism, and emotional exhaustion are significant (B = -3.012, p = 0.036). The negative coefficient of the interaction term implies a mitigating impact, indicating that the combined presence of high toxic leadership, high emotional exhaustion, and high organizational cynicism may counterintuitively reduce workplace deviance (t = -2.110). Conclusion: These results suggest that while toxic leadership, emotional exhaustion, and organizational cynicism each independently increase workplace deviance, their combined presence may unexpectedly reduce deviant behaviors. Implication for nursing: These results highlight the significance of tackling toxic leadership practices and cultivating a positive organizational culture to enhance a healthier work environment and reduce instances of workplace deviance. Healthcare settings should prioritize interventions to improve leadership practices, enhance employee well-being, and cultivate a supportive organizational climate. [ABSTRACT FROM AUTHOR]

The objective of this study was to create a psychometrically valid and reliable toxic leadership scale (TLS) for use in higher education workplace environments. The TLS was administered to a sample of 482 faculty members employed by three public universities in Jordan. Another aim of the study was to determine the level of toxic leadership based on the perceptions of faculty members. In addition, the current study sought to ascertain how perceptions of toxic leadership varied according to differences in gender, level of education, experience, and academic rank. The findings of the study revealed that the TLS is composed of 15 items spread over three factors named managerial harassment, falsified show, and dictatorship. Results also indicated the presence of toxic leadership in public higher education with a low degree for the managerial harassment factor. However, moderate degrees of toxic leadership were found for the falsified show and dictatorship factors. Regarding the demographics of faculty members, the findings showed that lower academic ranks and less experienced faculty members had lower views of toxic leadership, while men had greater perceptions of toxic leadership. The study provided numerous recommendations for theory development and practitioners in higher education. [ABSTRACT FROM AUTHOR]

Toxic leadership is a prevalent issue within health care organizations, including emergency departments. No studies have been found specifically examining these issues among emergency nurses. This study examined the mediating effects of work-family conflict on the relationship between toxic leadership behaviors of nurse managers and psychological distress and work satisfaction among emergency nurses. A cross-sectional survey was used to gather data from 285 Filipino emergency nurses, using 4 validated measures. Mediation analyses were conducted using the PROCESS Macro with Model 4. Toxic leadership had a direct negative effect on work satisfaction (β = −0.3313, P <.001) and a direct positive effect on psychological distress (β = 0.0945, P =.0491). Work-family conflict partially mediated the relationship between toxic leadership and both psychological distress (β = 0.0217, SE =.0141, 95% CI = 0.0002-0.0538) and work satisfaction (β = −0.0438, SE = 0.0216, 95% CI = −0.0884 to −0.0049). The study findings highlighted the negative influence of toxic leadership behaviors on the overall work satisfaction and psychological well-being of emergency nurses. In addition, this study identified work-family conflict as a mechanism that explained how the toxic leadership behaviors of nurse managers influenced the psychological well-being and job satisfaction of emergency nurses. The results of this study underscore the need for interventions and strategies to address toxic leadership and mitigate the negative consequences it poses to emergency nurses' well-being. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Public Administration & Policy is the property of Journal of Public Administration & Policy 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.)

Peter Ellis discusses whether toxic leadership is becoming more prevalent and what kidney care professionals can do about if they think they might be becoming toxic or they are experiencing toxic leadership [ABSTRACT FROM AUTHOR]

In this paper, Peter Ellis considers how an individual might identify if they are a toxic leader and what, if anything, they can do to change their leadership style [ABSTRACT FROM AUTHOR]

Of all the most prominent business concepts (e.g., DE&I, employee well-being, employee engagement, organizational culture, etc.) none rivals leadership in terms of public interest and annual monetary investment. Despite the obvious importance of leadership as a determinant of many important outcomes, the concept of leadership has been surprisingly hard to pin down, lacking consensus as to its precise meaning. As numerous authors introduce ever more constructs (e.g., servant leadership, toxic leadership, sustainable leadership, transformational leadership, etc.), the leadership concept has become emblematic of the problem of construct proliferation. Like the related fields of employee engagement, subjective well-being, and organizational culture, the leadership field is in desperate need of a clearly articulated meta-theory to house its many constructs, allowing theory and measurement to build up instead of continuing to pile up. This paper argues for grounding the concept of leadership within the psychological literature on human needs. In reviewing the leading definitions of leadership in the literature we find that they are reducible to a core set of follower needs that can be facilitated or inhibited by leaders. We propose that there is substantial value in adopting a comprehensive needs-based taxonomy over current approaches. We consider the impact of setting the concepts of leadership within existing need constructs for each of the following: (a) theory, especially the development of leadership frameworks and particularly how the concept of leadership relates to the concepts of organizational culture, employee well-being, and employee engagement; (b) methods, including the value of applying a comprehensive, structured model; and (c) practice, where we emphasize the practical advantages of clear operational definitions. [ABSTRACT FROM AUTHOR]

Introduction: Toxicity among staff members of higher education institutions (HEIs) is often under-reported or not reported at all. Experiences of toxic leadership are deemed unmentionable within the consultative and collaborative ideals of HEIs. The underreporting of toxicity among HEI staff may stem from fear of retaliation, inadequate reporting structures, and concerns about alienation or not being taken seriously. Method: The study explored experiences of leadership behaviours in a South African HEI to identify specific dimensions of toxic leadership behaviours. Using an interpretivist qualitative research design, the study involved analysing 39 interviews of secondary data from two datasets gathered by the research team, comprising 25 and 14 participant responses, respectively. Results: The study identified four distinct themes of toxic leadership behaviour - authoritarian leadership behaviour, in-group favoritism/groupthink, destructive criticism and self-centredness - with authoritarianism being the most common behaviour displayed. Conclusion: Presence of toxic leadership within the South African University community, emphasising the necessity for a comprehensive approach and strategy to address this behaviour. [ABSTRACT FROM AUTHOR]

Objective - It is projected that organisational commitment as a mediating variable will diminish the effect of toxic leadership on employee performance and increase the effect of P-O Fit. A study comparing the effects of Toxic Leadership on decreasing performance and P-O Fit on enhancing performance, both mediated by organisational commitment. Methodology/Technique - The time dimension makes this study cross-sectional. Only Bengkulu Provincial Health Office personnel received the questionnaire, which used the census approach to sample all 311 respondents. This study uses SEM to test concept validity (convergent and discriminant) and reliability. Using SmartPLS 3.0, respondent profile statistical descriptions, hypothesis testing with path analysis, and indirect impact testing are explained. Findings -- Research shows that toxic leaders hurt employee performance, not organisational commitment. Even while P-O fit has little influence on organisational commitment or performance mediated by it, it can boost employee performance. Organisational commitment affects employee performance. The employee's organisational commitment is supposed to be ongoing and based on his desire for a decent wage and a job. This makes someone ignore the leader's poisonous leadership style and compatibility with the organisation if it pays well and has good facilities. Novelty - The research model we examine provides a more complete picture of how organizational commitment can reduce or increase employee performance influenced by toxic leadership and person-organization fit. Based on the research that has been conducted, we believe that leaders with a toxic leadership style can neglect their followers' acceptance and reduce constant performance. On the other hand, person-organization fit helps increase employee commitment and performance. [ABSTRACT FROM AUTHOR]

Peter Ellis and Jane Abbott explain what toxic leadership is and how to identify it [ABSTRACT FROM AUTHOR]

The study aims to describe teachers' perceptions of school administrators' toxic leadership behaviours, and to examine its effect on teachers' organisational happiness. The study group of the study consists of primary and secondary school teachers working in Afyonkarahisar city centre in the 2021-2022 academic year. The participants of the study was determined by simple random sampling method, and a total of 567 teachers were included in the study. 'Toxic Leadership Scale' and 'Organisational Happiness Scale' were used as data collection tools in the study. As a result of the study, it was found that teachers did not agree that school administrators exhibited toxic leadership behaviour and their organisational happiness levels were high. In the study, it was concluded that teachers'perceptions of school administrators' toxic leadership behaviours and organisational happiness levels differed significantly according to teachers' marital status, age, professional seniority, branch and the type of school they worked in. It was determined that toxic leadership significantly predicted teachers' organisational happiness. [ABSTRACT FROM AUTHOR]

Copyright of Manar Elsharq Journal for Management & Commerce Studies is the property of Manar Elsharq for Studies & 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.)

Currently, the turnover intention rate among millennial employees is high. Toxic leadership is one of the reasons for this high turnover intention rate. Toxic leadership can lead to a depletion of employee resources, encouraging them to leave the workplace. Based on the Conservation of Resources theory, this research aims to determine the role of coping stress as a moderator in the influence of toxic leadership on turnover intention. Participants consisted of 43 employees from PT X. The sampling technique used was purposive sampling. The instruments used were the toxic leadership scale, the Brief COPE, and the turnover intention scale. The results of the data analysis using the PROCESS MACRO by Hayes model 1 indicate that coping with stress does not moderate the influence of toxic leadership on Turnover Intention. This research is expected to provide information regarding the impact of toxic leadership on turnover intention, especially among millennial workers. [ABSTRACT FROM AUTHOR]

Toxic leadership is recognized as leader's negative attitude characterized by authoritarian, abusive and self-serving behaviors, that is recognized as a detrimental factor in organizational settings. It can negatively influence the employees' behaviors likewise morale, motivation, commitment and performance in organization. In this drive, employee resilience is expected to play active role in linking toxic leadership and employees' performance. In order to examine these phenomena, like (toxic leadership as predictor), (employees' resilience as mediator) & (employee performance as mediator), data was collected from faculty members hailing from higher institutions in southern region, KP, Pakistan. Research aimed to use survey approach to collect the data, analyze data and to examine hypothesized relationships (association & mediation) among the research variables through different hypotheses as extracted from theoretical framework. The results provide vital information about association and mediation in reaching the desired conclusion. It is suggested higher institutions may use suitable leadership styles so as to inspire employees toward sustainable performance supported by resilience. [ABSTRACT FROM AUTHOR]

Copyright of Ardahan University Journal of the Faculty of Economics & Administrative Sciences / Ardahan Üniversitesi Iktisadi ve Idari Bilimler Fakültesi Dergisi is the property of Ardahan University Journal of the 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.)

Orientation: Best human resource management (HRM) practices can play a crucial role in addressing unethical leadership in the form of toxic leadership by fostering organisational cultures where trust, integrity, and accountability are prioritised. Research purpose: The paper addresses how the HRM function can contribute to eliminating toxic leadership and its associated norms and thereby meet the objectives of Sustainable Development Goals 8 and 16. Motivation for the study: The prevalence of toxic leadership and the extent of the detrimental consequences for employees and organisational functioning is a key challenge in realising SDGs 8 and 16. Research approach/design and method: To conduct the scoping review, the Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) guidelines were followed, and selected databases were searched for peer reviewed empirical articles between 2014 and 2024. Results were summarised and thematically categorised with regard to the objectives of the paper. Main findings: Ethical leadership behaviours are presented as a key mechanism for offsetting the impact of toxic behaviours of organisational leaders. In order to achieve SDGs 8 and 16, the support and commitment from HRM practitioners are essential. Practical/managerial implications: Promoting ethical leadership and a conducive work environment demands attention in the following five areas of HRM practice: recruitment and selection; training and development; performance management; employee engagement and wellbeing; and organisational culture. Contribution/value-add: The review of existing literature on toxic leadership offers a succinct summary of different mechanisms and strategies that can be employed to counter these forms of leadership behaviours in organisations.

Orientation: This study examines the impact of toxic leadership (TL) on employees’ intentions to leave a South African clinical research organisation (CRO) and how organisational culture (OC) mediates this relationship. Research purpose: The research aimed to evaluate how toxic leadership behaviours affect employee turnover intentions (TIs) and determine to what extent OC mediates this relationship. Motivation for the study: In the context of CROs, the negative impact of TL on the retention and health of employees and organisations, in the case described in this article, is crucial to understand and mitigate. Research approach/design and method: This study used a quantitative and cross-sectional correlational design to collect data on employee perceptions of TL and OC within the CRO. Main findings: Toxic leadership significantly impacts employee TIs, and the OC is an essential mediator in this relationship. Practical/managerial implications: The results highlighted the need for organisations to address toxic leadership and to actively cultivate a positive OC to improve employee retention and reduce TIs. Contribution/value-add: This research provides empirical evidence of toxic leadership’s impact on TIs and the extent to which OC mediates this relationship. It reveals how OC mediates this relationship. The study contributes to the widest literature on leadership and organisational behaviour. It provides valuable insights into management practices for improving organisational health and employee well-being.

There is strong evidence that corporate psychopaths – ruthless people who willingly engage in fraud and even enjoy outwitting and stealing from others – are a dominant force at senior levels in financial organizations. While corporate psychopathy has obvious implications for fraud and causes significant societal harm (both financial and non-financial), its correlation with fraud has had minimal coverage in both the academic accountancy literature and counter-fraud literature. This paper fills this gap by discussing the presence of corporate psychopaths in organizations as a theoretical antecedent to fraud. The paper outlines what are the most common personality traits of corporate psychopaths and how they might be correlated with fraud. By introducing the concept of corporate psychopath into the counter-fraud discourse, this paper aims to enrich criminological perspectives on personality of economic crime offenders for effective prevention and policing. The paper notes the systemic influence that leaders with personality disorders, like psychopathy, may have on the ethical climate of an organization and concludes that further empirical research on the links between corporate psychopaths and fraud is needed. Eight specific research propositions are suggested.

Günümüz modern dünyasında örgütlerin başarılarında sahip olunan nitelikli insan kaynağı önemli bir rol oynamaktadır. Nitelikli insan kaynağının doğru ve verimli şekilde kullanılmasında, yöneticilerin sahip oldukları liderlik tarzları önem arz etmektedir. Nitekim yöneticilerin liderlik tarzları çalışanların gayretlerini, motivasyonlarını, performanslarını ve yaratıcılıklarını olumlu veya olumsuz olarak etkileyebilmektedir. Buradan hareketle bu çalışmanın amacı algılanan toksik liderliğin fırsatçı sessizlik üzerine etkisinde örgütsel politikanın ve ahlaki çözülmenin aracılık rolünü tespit etmektir. Bu amaçla kamuya bağlı bir termik santralin 500 teknik personeli araştırmanın ana kütlesi olarak belirlenmiştir. Tesadüfi örneklem yöntemi ile belirlenen 227 teknik personelin oluşturduğu örneklemden anket tekniği ile veriler toplanmıştır. Toplanan veriler AMOS ve SPSS paket programları yardımlıyla analiz edilmiştir. Analiz sonuçlarına göre bağımsız değişken olan toksik liderliğin boyutları (değer bilmezlik, çıkarcılık, bencillik, olumsuz ruhsal durum); örgütsel politikayı, ahlaki çözülmeyi ve fırsatçı sessizliği pozitif yönde anlamlı bir şekilde etkilemektedir. Toksik liderlik boyutlarından sadece değer bilmezlik boyutunun fırsatçı sessizlik üzerinde anlamlı bir etkisi olmadığı görülmüştür. Yine analiz sonuçlarına göre örgütsel politika ve ahlaki çözülme, fırsatçı sessizliği pozitif yönde anlamlı bir şekilde etkilemektedir. Diğer bir analiz sonucuna göre ise örgütsel politika ve ahlaki çözülme, toksik liderlik ile fırsatçı sessizlik arasındaki ilişkiye aracılık etmektedirler.

The study examines how toxic leadership behaviours of school principals relate to teachers' perceived stress. It is a correlational survey model, and the sample consists of 278 primary and secondary school teachers. We collected the data with the Perceived Stress Scale and Toxic Leadership Scale. The findings show that gender does not cause a statistical difference in perceived stress and all dimensions of toxic leadership. Stress levels of branch teachers are higher than those of primary school teachers, with a statistically significant difference. The perception of branch teachers in ignorance, self-interest, and negative mental state of toxic leadership is significantly higher than classroom teachers. A moderately significant positive relationship exists between teachers' perceptions of stress and all dimensions of toxic leadership. 20% of teachers' perceptions of stress are explained by toxic leadership. The negative mental state of school principals is a significant predictor of teachers' perceptions of stress.

Peter Ellis discusses what options are available to staff members experiencing toxic leadership and why toxic leadership needs to be addressed [ABSTRACT FROM AUTHOR]

This study aimed to investigate the relationship between toxic leadership and turnover intentions and whether this relationship was moderated by emotional intelligence. The sample consisted of 202 participants working in organizations based in Portugal. The results show that toxic leadership is positively and significantly associated with turnover intentions. Regarding emotional intelligence, only the dimensions of the use of emotions and the emotions of others are positively and significantly associated with turnover intentions. As for the moderating effect, only the use of emotions and emotion regulation dimensions moderate the relationship between toxic leadership and turnover intentions. Participants with high levels of emotion use and emotion regulation, when compared to participants with low levels of emotion use and emotion regulation, found that toxic leadership was relevant in boosting their turnover intentions. It can be concluded that participants use their emotional capacities to move away from toxic environments in search of new and better working conditions.

This study aimed to test the effect of toxic leadership on turnover intentions and whether burnout syndrome mediates this relationship. This study’s sample consists of 309 participants who work in organizations based in Portugal and Angola. The results indicate that toxic leadership positively and significantly affects burnout syndrome and turnover intentions. As for burnout, only the disengagement dimension positively and significantly affects turnover intentions. Disengagement partially mediates the relationship between toxic leadership and turnover intentions for participants working in Portugal and a total mediation effect for participants working in Angola. Organizations should be concerned about the leadership style adopted by their leaders, because if there is a toxic leader, this will lead to burnout syndrome in their subordinates and cause them to leave the organization, since turnover intentions are the best predictor of voluntary departure from the organization.

The concept of toxic leadership has been widely investigated in diverse settings with most contributors agreeing its impact on followers can have negative effects to the victim's well-being, job satisfaction, group productivity and organisational commitment. However, the concept has not yet been sufficiently researched in tertiary educational settings, and in this case, specifically in Chilean higher education. This paper explores whether toxic leadership was present in country's universities and, if so, to assess its impact over academics' work engagement. A cross-sectional quantitative study was conducted, using a sample of 592 academics from two different Chilean universities, who voluntarily responded to two validated scales: One to measure toxic leadership perceptions (Schmidt's toxic leadership scale) and other one to measure work engagement (UWESR work engagement scale). The results corroborated the presence of toxic leadership in the consulted institutions, but a significant relationship between this style of leadership and work engagement was not established. This finding suggests that, even though the participants recognise the presence of toxic leadership, work engagement was not necessarily affected by their leader's behaviour. [ABSTRACT FROM AUTHOR]

Aim: This study aimed to investigate the relationship between nurses' perception of toxic leadership and their organizational trust levels and turnover intentions. Design: This cross‐sectional study was conducted using an online survey of 168 nurses working in public and university hospitals. Methods: Data were collected between April and November 2022 with the Toxic Leadership Scale, Organizational Trust Scale and Turnover Intention Scale. Descriptive statistics, correlations, and regression analyses were used to analyse these data. Results: It was determined that almost half of the nurses (46.4%) were exposed to negative behaviours from their managers within the last year. Nurses' perception of toxic leadership, organizational trust level and turnover intention were moderate. It was found that nurses' perceptions of toxic leadership had a negative effect on organizational trust level (R2 =.691; β = −0.832; p <.05) and a positive significant effect on turnover intention (R2 =.267; β = 0.521; p <.05). Conclusions: This study revealed that toxic leadership behaviours in health organizations should be struggled with to increase nurses' organizational trust and reduce their turnover. In this context, an organizational culture in which toxic behaviours are not tolerated should be established in health organizations. Impact: What problem did the study address? In the literature, mostly positive leadership behaviours of nurse managers are emphasized and little is known about their negative behaviours such as toxic leadership. What were the main findings? It was determined that nurses who perceived more toxic behaviour from their managers had less trust in their organizations and higher turnover intention. On whom will the research have an impact? To provide a positive working environment and reduce turnover, it is necessary to create an organizational culture in which the toxic behaviours of nurse managers are not tolerated. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

Toxic leadership phenomenon persists in many institutions at the expense of organisational progress and performance. This article explores the centrality of sociocultural values in leadership formation in Ghanaian organisations. Through the lens of the constructivist paradigm and ethnomethodology research design, fifteen (15) in-depth interviews were analysed. The study revealed that society's underlying sociocultural values systems fundamentally impact the construction of toxic organisational leaders through complicity and condoning malpractice, impertinence to time, and nonchalance towards leaders' toxic behaviours. Context, in this regard, has an inbred role in making a leader either toxic or constructive. Society and its organisational setups must positively impact the co-creation of constructive leadership by nurturing values that demand leadership accountability and reward constructive leadership for its significant impact in engendering organisational progress. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Selçuk University Social Sciences Vocational School is the property of Journal of Selcuk University Social Sciences Vocational School 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 Amman Arab University Journal is the property of Amman Arab University 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 study is to determine the effect of toxic leadership perception, leader-member exchange, job stress and emotional exhaustion to predict organizational citizenship behavior of hotel employees. The study is conducted with 623 participants from four and five-star hotel firms in Alanya which is among the top destinations in Turkey. Decision tree analysis is applied to determine the variables that decisive predicting organizational citizenship behavior of the employees. The external validity of the results obtained with the decision tree model is tested with artificial neural networks. The analysis showed that the most significant variable to predict employee organizational citizenship behaviors is leader-member exchange. Findings are discussed in terms of theoretical and practical implications for hospitality literature and sector practitioners. [ABSTRACT FROM AUTHOR]

While job demands have been known to reduce work engagement and job performance, the literature has not investigated uncertainty-based job demands such as job insecurity and role ambiguity. Acknowledging that leadership and team members are critical for reducing an employee's job demands and increasing an employee's job performance, the current study, drawing on social information processing theory, probes the roles of toxic leadership and team social support in shaping employee job demands (i.e., job insecurity & role ambiguity) and, subsequently, work engagement and job performance. A sample of 265 employees (50.9% males) in 48 teams from various private organizations in Malaysia participated in the study. The results showed that toxic leadership was positively related to job demands and negatively related to job performance, while team social support was negatively related to job demands and positively related to work engagement. Furthermore, work engagement mediated the relationship between job demands and job performance. Role ambiguity only mediated the relationship between toxic leadership and work engagement, while job insecurity only mediated the relationship between team social support and work engagement. The current study highlights the distinctive roles of toxic leadership and team social support in the relationships with employee job demands, work engagement, and job performance. [ABSTRACT FROM AUTHOR]

The study examines how the toxic leadership behaviors of school principals relate to teachers' perceived stress. It is a correlational survey model, and the sample consists of 278 primary and secondary school teachers. We collected the data with the Perceived Stress Scale and Toxic Leadership Scale. The findings show that gender does not cause a statistical difference in perceived stress and all dimensions of toxic leadership. The stress levels of branch teachers are higher than those of primary school teachers, with a statistically significant difference. The perception of branch teachers in terms of ignorance, self-interest, and a negative mental state of toxic leadership is significantly higher than that of classroom teachers. A moderately significant positive relationship exists between teachers' perceptions of stress and all dimensions of toxic leadership. 20% of teachers' perceptions of stress are explained by toxic leadership. The negative mental state of school principals is a significant predictor of teachers' perceptions of stress. [ABSTRACT FROM AUTHOR]

Toxic leadership and its impact on the workplace represent significant issues in organizational research due to their adverse effects on both employee and organizational performance. Toxic leadership behaviors are important to understand since they harm the culture of the organization, undermine the well-being, health, morale, and productivity of employees, and impact organizational effectiveness. This article undertakes a comprehensive review of the literature on toxic leadership from the year 2000 to 2023, covering 480 articles on the subject, using a hybrid approach that combines bibliometric analysis along with keyword analysis, thematic analysis, and TCM framework. Through bibliometric analysis, we aim to identify key authors, articles, journals, organizations, and countries contributing to the research on toxic leadership. We categorize and analyze the various themes that encompass studies on toxic leadership. Additionally, by employing keyword analysis, we examine how the complexity and scope of research have evolved. Furthermore, we identify frequently utilized theories, contexts, and methodologies related to this phenomenon. Our primary contribution involves consolidating the extensive research conducted in the field of toxic leadership. Some of the potential areas of future research relate to gender differences, the impact of digital technologies, cross-cultural aspects, incorporating mixed-methods, longitudinal, and qualitative research to better understand the experience of toxic leadership, and examine the effectiveness of interventions to promote ethical leadership and mitigate toxic leadership. [ABSTRACT FROM AUTHOR]

Toxic leadership in education presents a grave problem that profoundly impacts employee performance. Teachers and staff subjected to toxic leadership often experience stress, burnout, and reduced job satisfaction. The present study investigates the multifaceted impact of toxic leadership on employee engagement, loyalty, satisfaction, and performance in higher educational settings in Saudi Arabia. A cross-sectional approach was applied to collect data from 405 academic and non-academic employees working in higher educational institutions in Jeddah, Saudi Arabia. The Structural Equation Modelling (SEM) technique via SmartPLS software was applied to test the direct and indirect hypothetical relationship between the key constructs. We found toxic leadership directly influences employee engagement, loyalty, satisfaction, and performance. Thus, employee loyalty and satisfaction directly influence employee performance, surprisingly, we found that employee engagement insignificantly impacts employee performance. Further, the present study explored the mediating role of employee loyalty and satisfaction between toxic leadership and employee performance, where employee engagement does not mediate the relationship between toxic leadership and employee performance. By shedding light on the complex relationship between toxic leadership and employee performance in educational institutions, this study offers insights for educational administration, policymakers, and The Ministry of Education to recognize the importance of fostering positive leadership practices within educational institutions. [ABSTRACT FROM AUTHOR]