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1 – 10 of 681Lucia B. Oliveira and Priscila Sarmento Najnudel
The purpose of this research was to investigate the influence of abusive supervision on work engagement, stress and turnover intention of subordinates. It was also proposed that…
Abstract
Purpose
The purpose of this research was to investigate the influence of abusive supervision on work engagement, stress and turnover intention of subordinates. It was also proposed that work engagement and stress mediate the relationship between abusive supervision and turnover intention. Self-determination theory and the job demands-resources (JD-R) model provide the theoretical framework for the hypotheses.
Design/methodology/approach
The sample of this study consisted of 172 employees from public and private companies operating in different sectors of the economy. The hypotheses were tested through multiple regression analysis.
Findings
The results show that abusive supervision negatively influences engagement and contributes to increasing subordinates' stress and turnover intention. The study also found that the relationship between abusive supervision and turnover intention is mediated by engagement, but not by stress.
Research limitations/implications
Data was obtained from a convenience sample and cannot, therefore, be generalized.
Practical implications
The study results suggest that employees are prone to leave an organization when they are subordinated to abusive leaders, corroborating the idea that workers choose organizations but leave their leaders. This, in turn, reinforces the importance of adopting proper leadership selection and training processes.
Originality/value
This research addresses the dark side of the relationship between superiors and subordinates, which has been scarcely examined in the Brazilian literature. It also draws attention to different harmful consequences associated with dysfunctional behaviors of professionals that hold leadership positions in organizations.
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The purpose of this paper is to highlight the potential role that the so-called “toxic triangle” (Padilla et al., 2007) can play in undermining the processes around effectiveness…
Abstract
Purpose
The purpose of this paper is to highlight the potential role that the so-called “toxic triangle” (Padilla et al., 2007) can play in undermining the processes around effectiveness. It is the interaction between leaders, organisational members, and the environmental context in which those interactions occur that has the potential to generate dysfunctional behaviours and processes. The paper seeks to set out a set of issues that would seem to be worthy of further consideration within the Journal and which deal with the relationships between organisational effectiveness and the threats from insiders.
Design/methodology/approach
The paper adopts a systems approach to the threats from insiders and the manner in which it impacts on organisation effectiveness. The ultimate goal of the paper is to stimulate further debate and discussion around the issues.
Findings
The paper adds to the discussions around effectiveness by highlighting how senior managers can create the conditions in which failure can occur through the erosion of controls, poor decision making, and the creation of a culture that has the potential to generate failure. Within this setting, insiders can serve to trigger a series of failures by their actions and for which the controls in place are either ineffective or have been by-passed as a result of insider knowledge.
Research limitations/implications
The issues raised in this paper need to be tested empirically as a means of providing a clear evidence base in support of their relationships with the generation of organisational ineffectiveness.
Practical implications
The paper aims to raise awareness and stimulate thinking by practising managers around the role that the “toxic triangle” of issues can play in creating the conditions by which organisations can incubate the potential for crisis.
Originality/value
The paper seeks to bring together a disparate body of published work within the context of “organisational effectiveness” and sets out a series of dark characteristics that organisations need to consider if they are to avoid failure. The paper argues the case that effectiveness can be a fragile construct and that the mechanisms that generate failure also need to be actively considered when discussing what effectiveness means in practice.
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Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW…
Abstract
Purpose
Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job crafting.
Design/methodology/approach
To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.
Findings
The findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively influences employees’ HAW through job crafting.
Originality/value
This study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.
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Hannah Vivian Osei, Felicity Asiedu-Appiah and Perpetual Akosuah Anyimaduah Amoah
A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This…
Abstract
Purpose
A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This study aims to understand negative behaviours in the organization as a system of interrelated interaction initiated from the top which trickles down to employees.
Design/methodology/approach
Drawing on the theories of social exchange and norms of reciprocity, social learning and displaced aggression, this study models how and when abusive supervision relates to employees’ task performance. The model is empirically tested and extended to cover mediation and moderation processes. Drawing data from 218 bank supervisors and employees, this study uses the structural equation modelling to analyse a trickle-down model of abusive supervision.
Findings
Results from multi-waved, multi-sourced data indicated a mediating effect on the abusive supervision–performance relationships and provided support for employees’ guilt proneness and emotional dissonance as moderators. Overall, the results provided support for a moderated mediation relationship in the trickle-down model.
Originality/value
This study provides new knowledge into the potential boundary conditions of employees’ guilt proneness and emotional dissonance in affecting the relationship between abusive supervision, counterproductive work behaviour and task performance.
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Saleh Bajaba, Abdulah Bajaba and Bryan Fuller
This paper aims to study followers' proactive personality (PP) as a personal resource in moderating the hindering impact of exploitative leadership (EL) on followers' job strain…
Abstract
Purpose
This paper aims to study followers' proactive personality (PP) as a personal resource in moderating the hindering impact of exploitative leadership (EL) on followers' job strain (JS).
Design/methodology/approach
Self-report data on EL, JS and PP were obtained from 113 working students in the USA, and a cross-sectional design was used. The data was analyzed using SPSS 27 through hierarchal multiple regression and the PROCESS macro.
Findings
The findings support the buffering role of PP on the hindering impact of EL on JS, such that followers with higher PP tend to buffer the positive relationship between EL and followers' JS.
Practical implications
This study recommends practitioners to hire proactive individuals and/or enable existing employees to engage in proactivity in the presence of exploitative leaders to better cope with their self-serving behaviors.
Originality/value
Using the conservation of resources (COR) theory, this study is the first to use PP as a personal resource that protects against and mitigates the negative impact of EL.
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