Toxic Leadership

Our research study investigated the primary research question: “What are the lived experiences of millennial women holding knowledge positions in South African metropolises that lead them to leave their organizations?” among 25 professional, millennial women in the main economic hubs of Gauteng and the Western Cape in South Africa. Secondary questions explored were: What the experience of resigning felt like for the women, the role of different identities in the experiences, and mechanisms that organizations could use to retain millennial women. For most women in our study, the experience of resigning was unpleasant; while for some, it was appeasing. This study also identified gender, age, race, dress-code, language, accent, relationship status, and country of origin as ideological identity-forming components that affect their experiences in the workplace. Organizational retention strategies identified were: (1) fostering diversity, (2) developmental support, (3) management support, (4) voice amplification, (5) enabling work environment creation, and (6) rewards and recognition. Based on the analysis of the findings, the effect of homogenous norms resulting from homosocial reproduction was then interpreted as the underlying essence of many of the participant’s lived experiences that led them to resign from their organizations.

Understanding the systemic dynamics that drive leadership development in there tail environment in order to develop a conceptual model for leadership architecture within stratified system theory for sustainable leadership development is the primary aim of this research. This model may serve as a catalyst towards successfully implementing and executing leadership. Sub-aims of this research include:Establishing the underlying perceptions of the phenomenon of leadership,assessing the perceptions of sustainability of leadership development, appraising and creating countermeasures for the barriers that stand in the way of sustainable leadership development in the retail environment, assembling the strategic positioning of leadership architecture in retail that will enable a culture conducive to this environment and, finally, formulating meta-insights to assist the retail environment in the development of leadership architecture that may result in a model for practice.The research involved an investigation of the way in which leadership is conceptualised, appreciated, applied and prioritised within the South African retail environment. Insights gained from the research may be transferred across high-pressure, profit-driven organisations. The intent was to create practical leadership architecture to ensure that leadership becomes a strategic priority, to enable leadership development and to influence leadership practice. The current reality of leadership in the retail environment and possible barriers to leadership development and practice in the retail environment were investigated. There search also sought to discover the non-negotiable imperatives needed for leadership to become a sustainable strategic concern.A qualitative research approach was adopted. Grounded theory research was used with a purposeful sample of five retail Store Managers, two Regional Managers and a Managing Director. Theoretical sampling was used to explore provisional findings with an additional Regional Manager as the study unfolded,making a total of nine research participants. All interviews were conducted between 01 June and 31 August 2017 at a time and place convenient to the research participants. The research found that perceptions held about leadership in the retail environment reflected ignorance about what leadership is and disbelief concerning the value of leadership to organisations. Retail management is currently pre-occupied with operational efficiency and resists leadership as a distraction from this focus. The retail leadership landscape is dysfunctional because the Chief Executive Officers of retail organisations discount leadership.Other elements that undermine the retail landscape include the prevalence of dark-
side leadership practices, society’s derogatory perception of retailers,
inappropriate archetypes and complicated dynamics of non-family members working in family businesses. The result is a dilution of individual leadership.The research introduced a Coherent Architecture for Retail Leadership (CARL).This model depicts the building blocks necessary for securing sustainable leadership architecture in the retail environment to include: Appropriate stratified systems theory level for leadership sustainability,
Chief Executive Officers’
allegiance to leadership and a drive for change directed at consciously understanding and leveraging leadership impact, embracing leadership and allowing leadership to build a healthy culture. Non-negotiable building blocks needed to operationalise the CARL model and enable individual transformational leaders include repositioning inappropriate archetypes, eradicating dark-side
leadership, changing society’s perception of retailers and building healthy family
businesses. This research places the individual Store Manager, Regional Managers and Chief Executive Officer or Managing Director at the centre of the emergent model. In conclusion, the proposed model may produce a culture more responsive to leadership and address possible resistance to practising leadership.

The goal of this research is investigating the impact of toxic leadership on work engagement in governmental organizations in Kerman city. This study is a descriptive-correlation research that has been conducted through the survey method. Community statistical is includes employee of governmental organizations of Kerman city (seven organizations) that were selected 301 people as the sample size. Also sampling in this study is class proportional to the size of the community. Tools used to collect the data are toxic leadership questionnaire of Schmidt (2008) and work engagement questionnaire of Yakin and Erdil (2012) that content validity structures and reliability of their approval reached. For data analysis is used of structural equation modeling and software used are the SPSS and Amos. According to the final model can be said that toxic leadership and its sub variables as abusive supervision, authoritarian leadership, narcissistic leadership, petty tyranny and unpredictable have negative impact on employees' work engagement. According to the results suggest that measures and mechanism is necessary in order to prevent the coming toxic leadership style virulent in governmental organizations.

In this article, we propose a framework for understanding destructive leadership that summarizes the extant destructive leadership research and extends it in new directions. By reviewing the current literature on destructive leadership and drawing on organizational leadership theory and the more general research on deviant behaviors in organizations, we identify the underlying features and mechanisms that define destructive leadership. Recognizing that each form of destructive leadership currently studied (e.g., abusive supervision, petty tyranny, and pseudo-transformational leadership) addresses aspects of destructive leadership but fails to capture the complete picture of the phenomenon, we clarify the boundaries among the constructs studied within the domain of destructive leadership, address some ambiguities about the nature of destructive leadership, make explicit some characteristics of destructive leadership that set it apart from other forms of leading, and integrate this thinking into a theoretical model that helps us understand the manifestations of destructive leadership, and their antecedents and consequences.

Leaders play an important role in clergy’s response to their call. Toxic leadership, also known as the dark side of leadership, negatively influences their decision to remain in full-time pastoral ministry. There is a shortage of clergy in the Roman Catholic Church and a distribution or displacement challenge facing the Protestant church. This shortage adversely affects the future of the church as clergy play an integral part in the preparation of congregants for their works of service (Eph 4:11–12). The purpose of this study was to discover what factors were
involved in clergy’s response to the call to full-time pastoral ministry. A practical theological grounded theory approach was used to discover the properties of the category ‘leadership’. Semi-structured interviews were conducted and data were coded using Glaser and Strauss’s grounded theory methodology. The category of ‘leadership’ includes properties such as favouritism, leaders abdicating responsibilities, leaders taking no action/being inactive, leaders ‘labeling’ subordinates, leaders’ ‘unethical’ behaviour, nepotism, poor conflict handling, poor handling of multi-racial issues, being placed on a pedestal, affirming subordinates and autocratic leadership style. Osmer’s descriptive-empirical task was used as a practical theological lens through which to view the category ‘leadership’. The results indicated three responses by clergy to the call to full-time pastoral ministry: not being called in the first place, a dual call (being bi-vocational or ‘seasonal’) and being called but leaving anyway because of, among other factors, toxic leadership. A steward leadership approach is recommended in response to the dark side of leadership (Article available at http://hts.org.za/index.php/HTS/article/view/4625).

While leadership scholars increasingly acknowledge the influence of followers in the leadership process, less attention has been paid to their role in the destructive leadership process. Specifically, the current debate lacks a broad-based understanding of different susceptible follower types that synthesizes related research across academic domains. Expanding on Padilla, Hogan, and Kaiser's (2007) toxic triangle model of destructive leadership, we integrate research and theory across various academic literatures to derive a cohesive taxonomy of vulnerable followers that we call the susceptible circle. We describe the core characteristics of each follower type, drawing on Barbuto's (2000) theory of follower compliance to highlight the psychological processes that motivate each follower to comply with destructive leaders. We then conclude by discussing theoretical and practical implications, as well as avenues for future research.

In an attempt to understand and explain toxic leadership, a predominant phenomenon in both public and private organizations, the paper proposes an evolutionary approach. The evolutionary theory offers nowadays the foundations of 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. According to gene–culture coevolution theory, articulated language was the singular phenomenon that permitted humans to become a cultural species, culture becoming 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 leader...

Although destructive leader behavior is an increasingly popular area of study, little is known about its content or dimensionality at a broad level. In this study, an inventory of destructive behaviors was developed through inductive and deductive methods. Across multiple studies, three behavioral dimensions emerged and were used to create a measure of the construct. Results provide support for the instrument’s construct and criterion validity and its predictive validity over abusive supervision. The study highlights the progress and limitations of prior research, suggests directions for future studies, and provides a practically useful measure of destructive leader behavior in organizations.

The objective of the research is to identify the impact of Toxic Leadership (TL) on Job Attitudes (JA) in terms of job satisfaction (JS) and Organizational Commitment (OC) at Teaching Hospitals in Egypt. The research community consists of all employees at Teaching Hospitals in Egypt. Due to time and cost constraints, the researcher relied on the sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses. The research has reached a number of results, the most important of which are: (1) TL decreases JS, employee performance, lack of motivation, and absence to work (2) TL increases intention to leave and health problems, (3) there is a negative relationship between TL and JS, (4) TL have impacts in both individual and organizational levels as well, (5) TL decreases OC, (6) TL increases stress and burn out, (7) TL has a significant and positive relationship between intention to leave while negative with OC. In other words, TL is negatively related with motivation and commitment of employees while it is positively correlated with high turnover and intention to leave behaviors of employees. The research concluded that: (1) TL have an impact on JA in terms of JS and OC, (2) the first hypothesis of the paper looked for the significance of relationship between TL and JS. The research showed that there is a significant relationship between TL and JS, (3) the second hypothesis looked for finding whether TL has significant capacity to influence on OC. The research showed that there is significance of relationship between TL and OC, and (4) there are five dimensions of toxic leader behavior which are self-promotion, abusive supervision, unpredictability, narcissism, and authoritarianism. These dimensions have a negative impact on JS and OC.

Understanding the systemic dynamics that drive leadership development in the
retail environment in order to develop a conceptual model for leadership
architecture within stratified system theory for sustainable leadership development
is the primary aim of this research. This model may serve as a catalyst towards
successfully implementing and executing leadership. Sub-aims of this research
include:
Establishing the underlying perceptions of the phenomenon of leadership,
assessing the perceptions of sustainability of leadership development, appraising
and creating countermeasures for the barriers that stand in the way of sustainable
leadership development in the retail environment, assembling the strategic
positioning of leadership architecture in retail that will enable a culture conducive
to this environment and, finally, formulating meta-insights to assist the retail
environment in the development of leadership architecture that may result in a
model for practice.
The research involved an investigation of the way in which leadership is
conceptualised, appreciated, applied and prioritised within the South African retail
environment. Insights gained from the research may be transferred across highpressure, profit-driven organisations. The intent was to create practical leadership
architecture to ensure that leadership becomes a strategic priority, to enable
leadership development and to influence leadership practice. The current reality of
leadership in the retail environment and possible barriers to leadership
development and practice in the retail environment were investigated. The
research also sought to discover the non-negotiable imperatives needed for
leadership to become a sustainable strategic concern.
A qualitative research approach was adopted. Grounded theory research was
used with a purposeful sample of five retail Store Managers, two Regional Managers and a Managing Director. Theoretical sampling was used to explore
provisional findings with an additional Regional Manager as the study unfolded,
making a total of nine research participants. All interviews were conducted
between 01 June and 31 August 2017 at a time and place convenient to the
research participants. The research found that perceptions held about leadership
in the retail environment reflected ignorance about what leadership is and disbelief
concerning the value of leadership to organisations. Retail management is
currently pre-occupied with operational efficiency and resists leadership as a
distraction from this focus. The retail leadership landscape is dysfunctional
because the Chief Executive Officers of retail organisations discount leadership.
Other elements that undermine the retail landscape include the prevalence of
dark-side leadership practices, society’s derogatory perception of retailers,
inappropriate archetypes and complicated dynamics of non-family members
working in family businesses. The result is a dilution of individual leadership.
The research introduced a Coherent Architecture for Retail Leadership (CARL).
This model depicts the building blocks necessary for securing sustainable
leadership architecture in the retail environment to include: Appropriate stratified
systems theory level for leadership sustainability, Chief Executive Officers’
allegiance to leadership and a drive for change directed at consciously
understanding and leveraging leadership impact, embracing leadership and
allowing leadership to build a healthy culture. Non-negotiable building blocks
needed to operationalise the CARL model and enable individual transformational
leaders include repositioning inappropriate archetypes, eradicating dark-side
leadership, changing society’s perception of retailers and building healthy family
businesses. This research places the individual Store Manager, Regional
Managers and Chief Executive Officer or Managing Director at the centre of the
emergent model. In conclusion, the proposed model may produce a culture more
responsive to leadership and address possible resistance to practising leadership.

Key words: leadership, transformational leadership, against leadership,
leadership ignorance, leadership architecture, toxic retail culture, dark side of
leadership, stratified systems theory, gas-lighting.

The most bemoaned challenge in managing an organisation successfully in the 21st century is the ability to lead followers ethically through proper engagements so that they will remain in their job. There is a growing interest in investigating the trend of toxic leadership behaviour and its impact on aspects such as employee engagement and intention to leave which are believed to have serious consequence for the growth and reputation of any business.

The purpose of this study was to investigate the interactive relationship between toxic leadership, employee engagement and intention to leave. The study was undertaken by means of non-experimental quantitative research design by using a sample of employees at the local authority of the City of Windhoek (n = 66). Research respondents completed an online self-administered questionnaire that assessed the interactive relationship between toxic leadership, employee engagement and intention to leave. To statistically test the reliability of the measuring instruments, a reliability analysis was conducted and all instruments, such as toxic leadership scale, employee engagement scale and intention to quit displayed an excellent consistency Cronbach Alpha of α = 0.90. To measure the relationship between the variables, Spearman correlations validated the assumption between the constructs.

The results confirmed that there was an inverse relationship between toxic leadership and employee engagement, but a positive relationship with the intention to leave. The study findings highlighted that when toxic leadership behaviour was present, it reduced employee engagement, which increased employees’ intention to leave their employment. The conclusion that can be drawn from this study was therefore that leadership behaviour played a critical role in keeping employees engaged and remaining in their employment. Toxic leadership behaviour should thus not be condoned, due to its destructive nature, but ethical leadership should be promoted that would create a conducive working environment in which employees could significantly contribute to the growth of the organisation. The results added to the existing body of literature on the relationship between the constructs. The limitations and recommendation of the study should serve as a yardstick to guide potential research possibilities in the field.

employee engagement, intention to leave, local authority, toxic leadership

Some leadership styles have negative and toxic features such as destructive leadership, authoritarian leadership, narcissistic leadership and brute-bullying leadership. Toxic leadership is defined as the sum of the negative aspects of leadership which might include charisma, personalized use of power, narcissism, negative life themes, and an ideology of hate.
This study aims at contributing to the theoretical gap in Turkish literature about destructive leadership. In this regard, first of all, the definitions of destructive leadership made by several
authors are presented in the literature. Later, the levels of perception by 200 health workers in a university hospital are investigated using the "Toxic Leadership Scale" and the results of the research are analyzed. Finally, the findings are discussed and evaluations are made for research and application.
In this study, the relationship between gender, age, marital status, education status, duty in hospital, income, occupational status, unit variables of health workers, and toxic leadership levels were examined in terms of both the general average of toxic leadership scale and subscales of scale. The Cronbach-Alpha coefficient in the study was found to be 0.98. The general average of the health workers obtained from the Toxic Leadership Scale (2.91 ± 1.03) was moderate; there were statistically significant differences due to age and income situation; the toxic leadership perceptions of administrative staff (3.40 ± 0.98) were higher than the average of other health workers.

Tarih boyunca insanlar, kendilerini söylemleriyle ikna eden ve
öngörüleri doğrultusunda sürüklemeyi başarabilen az sayıda insanın
etkisinde kalmış ve onları lider olarak kabul etmiştir. Liderler, kimi zaman
kıvrak zekaya dayalı bireysel özellikleri, kimi zaman boy ve güç gibi fiziksel
özellikleri ve kimi zaman aileden gelen statü gibi nedenlerle izleyenlerine
hükmetmiştir. Aslında bu sav, liderlikteki özellikler yaklaşımının bir
gerçeğidir. Bunun haricinde liderler, diğerlerinden farklı davranış stilleri
ve karizmaları ile de izleyenlerini yönlendirebilmektedirler. Davranışsal
liderlik kuramı doğrultusunda yapılan birçok çalışma, bu savı doğrular
niteliktedir. Bilimde yaşanan gelişmeyle birlikte birçok liderlik kuramı
geliştirilmiş ve bu kuramların her biri diğerinin ortaya çıkmasına katkıda
bulunmuştur.
Örgütsel hedef ve amaçların belirlenmesi, örgütün yarınının
tasarlanması ve çalışanlara bu durumun aktarılması adına liderin sahip
olduğu özellikler büyük önem taşımaktadır. İyi yönleri gelişmiş bir lider,
örgütünü ve izleyenlerini geleceğe hazırlarken, kötü yönleri ağır basan bir
lider ise örgütü ve çalışanları günden güne tüketerek onlara karanlık bir
yarını hazırlar.
Liderlik kavramı, alan yazında daha ziyade olumlu yönleriyle,
örgütsel açıdan faydalarıyla ele alınmış ve yapılan akademik çalışmaların
büyük bir çoğunluğu da liderliğin olumlu yönünü açıklayan bir içeriğe
sahiptir. Ancak liderliğin bir de karanlık yönü bulunmaktadır. Bu
karanlık yön; küçük tiranlık, istismarcı liderlik, yıkıcı liderlik, toksik
liderlik, iş yeri zorbalığı ve narsist liderlik gibi karanlık liderlik türleriyle
çevrelenmektedir (Kılıç, 2019: 14).
Liderlik yazınında negatif liderlik tarzını tanımlayan ilk çalışma
Asforth (1994) tarafından gerçekleştirilmiştir. Asforth bu çalışmasında;
gücünü ve otoritesini çalışanlar üzerinde baskı kurarak ve sindirerek
kullanan yöneticileri incelemiş ve bu tip yöneticileri “küçük tiran” olarak
adlandırmıştır (Başar ve Sığrı, 2016: 163). Bu tür liderler; örgütleri içten
içe kemirir, hem çalışanlar hem de örgüt bir süre sonra içi boşaltılmış bir
cisme dönüşürler.
Negatif liderlik tarzlarından biri olan toksik liderlik konusunu
sağlık kurumları özelinde ele alan bu çalışma; Amasya ilindeki bir kamu
hastanesinde görev yapan hastane çalışanları ile gerçekleştirilmiştir.
Çalışmada iki temel amaç bulunmaktadır. Bunlardan ilki; hastane
çalışanlarının toksik liderlik algılarını tespit etmektir. Bir diğer amaç
ise; seçilen bazı sosyo-demografik unsurların çalışanların toksik liderlik
algılarında anlamlı farklılıklara yol açıp açmadığını incelemektir.
Çalışmada ilk olarak toksik liderlik kavramı tanımlanmış, toksik lidere ait özellikler açıklanmış ve toksik liderliği ölçümlemek için
kullanılan boyutlara ilişkin bilgilere yer verilmiştir. Çalışmanın ilerleyen
bölümlerinde anket uygulamasına ilişkin gereç ve yöntem bilgileri
verilerek, çalışmanın bulguları hakkında açıklamalarda bulunulmuştur.
Araştırma hipotezleri test edilmiş ve ortaya çıkan sonuçlar yorumlanmıştır.
Çalışmanın son bölümünde ise; örgüt yöneticilerine ve akademik çalışma yapmayı planlayanlara yönelik önerilerde bulunulmuştur.

This article introduces the notion of “effective corrupt leadership” to distinguish those in public office who engage in corrupt practice, who are more effective, and better for their people, than alternatives. The paper examines a case of such leadership by discussing the career of the late Rafik Hariri, the Lebanese Prime Minister who initiated and achieved the rebuilding of Beirut after the Lebanese civil war between 1975 and 1990. Using the historical case-study method, an examination of Hariri's activities allows us to appreciate the difficulties of achieving tangible welfare benefits in corrupt circumstances. Notably, the moralizing attacks by Hariri's rivals show that while achieving and sustaining political powermay require corrupt practice, such practice can
ultimately undermine the leader authority and power. This “blifil paradox” demonstrates how difficult it is to lead effectively in corrupt circumstances. Through a discussion of these difficulties and challenges, the article attempts to demonstrate the significance of “effective corrupt leadership”, both in terms of its impact upon people, and its importance for the refinement of our understanding of leadership.

This paper presents data about the use of the Toxic Leadership Scale-TLS (Schmidt, 2008; Popa et al., 2013) in Romanian military organizations and analyzes its criterion validity. The study involved 243 participants from two military units with different organizational climate (normal vs. tense) who rated their leaders (Head and First Deputy) using the TLS (which consists in 30 items with five subscales and a global score). According to a Bayesian t-test for independent samples, we found compelling evidence that leaders of the high conflict unit received higher scores on the TLS than leaders of the low conflict unit, a fact that supports the criterion validity of the scale. The study provides additional evidence regarding the psychometric characteristics of the scale and indicates that it can be used in real organizational contexts for assessing senior management, even in high-stakes situations.

Toksik liderliği oluşturan özellikler bazı liderlik türlerinin negatif yönlerinin toplamı
şeklindedir. Bu liderlik türünün özellikleri narsist liderlik, karizmatik liderlik ve otoriter liderlik gibi
yapıları içeren çok boyutlu bir yapıdadır. Toksik karakterli okul yöneticileri hem kurumlarına, hem
çalışanlarına hem de ülke geleceğine zarar vermektedirler. Bu nedenle bu tip yöneticilerin tespiti,
eğitimin iyileştirilmesi yolculuğunda önemli bir basamaktır. Bu araştırmanın amacı da öğretmen algısına
göre toksik liderlik ölçeğini geliştirmektir. 43 maddelik 5’li likert tipinde toksik liderlik deneme formu 206
öğretmene uygulanmıştır. Yapılan açımlayıcı faktör analizi ve güvenirlik testleri sonucunda 4 alt boyutlu,
toplamda 30 maddelik bir ölçek geliştirilmiştir. Ölçeğin birinci alt boyutunun faktör yükleri .87-.60
arasında, ikinci boyutunun faktör yükleri .85-.47 arasında, üçüncü alt boyutunun faktör yükleri .78-.50
arasında ve dördüncü alt boyutunun faktör yükleri ise .87-.71 arasında değiştiği görülmüştür. Daha sonra
da veriler yeniden toplanmış ve 334 kişi üzerinden Lisrel programı ile doğrulayıcı faktör analizine tabi
tutulmuştur. Doğrulayıcı faktör analizi sonucunda elde edilen modelin uygun değerler verdiği ve toksik
liderlik ölçeğinin uygulamaya yönelik güvenilir ve geçerli bir ölçme aracı olduğu sonucuna varılmıştır.

To counter the continuing high rate of executive failures this paper suggests a more forensic approach be adopted in the appointment of executives. It advocates Corporate Boards together with top and senior management considerthe use of psychometric profilingcombinedwith regular monitoring of an executive's 'behaviour-in-context' following their appointment-to guard against the emergence of toxic leadership behaviours. Derived from executive coaching experiences, and research, this paper highlights differing examples of dysfunctional and toxic leadership. The term 'Covid-Tox is introduced to describe the pervasive virus-like presence of dysfunctional, destructive, counterproductive and fraudulent behaviour in the workplace and suggests ways through which such behaviour may be countered. Findings Its main findings are that that an assessment of the leader's performance should be based on their 'behaviour-in-context' and involve regular post-appointment monitoring as a defence against the emergence of toxic leadership.

This article is a reflection on organizational oblivion, viewed as an archetypical antonym of learning. The consequences of this kind of forgetting for the organizational identity construction are described as a narrative project. We refer to the image of Lethe, an archetype of forgetting, to depict how forgetting directly affects the process of identity narrative construction. In this perspective, drinking from the waters of Lethe implies not just the loss of knowledge or memories of how things are done, but the loss of identity so that the individuals do not know who they are anymore. In this context, forgetting disrupts organizational narrative which ceases to be a coherent story and results in organizational identity loss.

This exploratory study examined the characteristics and behaviors displayed by both superior and destructive leaders in the U.S. Army as perceived by military personnel. It also explored their perceptions about when leadership behaviors “cross the line” of acceptable norms and become "toxic", as well as why such negative behaviors are often tolerated or rewarded. In addition, the study examined the organizational factors (e.g. culture, processes, policies/programs, etc.) that converge to help create the conditions which allow toxic behaviors to occur.

Bu çalışma, çalışanların toksik liderlik algıları ile örgütsel sinizm duygularının örgütsel bağlılık düzeylerine etkisini tespit etmek amacıyla yapılmıştır. Bu amaçla araştırmanın yürütülebilmesi için anket yöntemi seçilmiş ve Tokat ilinde faaliyet gösteren bir kamu hastanesinde görev yapan 396 çalışana anket uygulaması yapılmıştır. Kullanılan anket formda ülkemizde geçerliliği ve güvenirliliği farklı çalışmalarla test edilmiş üç farklı ölçekten yararlanılmıştır. Elde edilen veriler SPSS 22. programında analiz edilmiş ve yapılan analizler sonucunda çalışanların toksik liderliğe ilişkin algıları ile örgütsel sinizm duygularının örgütsel bağlılıklarına olumsuz yönde etki ettiği tespit edilmiştir.

Öz: Bazı liderlik türlerinin olumsuz yanlarının biraraya geldiği liderlik türüne toksik (zehirli) liderlik denilmektedir. Toksik karakterli liderlerin örgütleri ve işgörenleri üzerinde birçok olumsuz etkileri olabilmektedir. Bu olumsuz etkiler işgörenlerin örgütsel bağlılık düzeylerinin azalmasına ve işten ayrılma niyetlerinin de artması şeklinde sonuçlanabilmektedir. Bu doğrultuda araştırmamızın amacı uygulamanın yapıldığı örgütteki liderin toksik liderlik düzeyinin, çalışanların örgütsel bağlılık ve işten ayrılma niyetlerine olan etkisinin yanı sıra, toksik liderlik ile örgütsel bağlılık ve işten ayrılma niyeti kavramlarının birbiriyle olan etkileşim düzeylerini tespit etmektir. Çalışmanın evrenini Bitlis ilinde faaliyet gösteren üç tekstil işletmesindeki çalışanlar oluşturmaktadır. Araştırmaya veri toplamak amacıyla anket formu yöntemi kullanılmış olup, örneklem seçiminde kolayda örneklem yoluna gidilmiştir. Elde edilen veriler araştırmanın amacı doğrultusunda korelasyon ve çoklu regresyon analizlerine tabi tutulmuştur. Araştırma sonucunda, toksik liderliğin alt boyutları ile örgütsel bağlılık ve işten ayrılma niyeti arasında anlamlı ilişkilere ulaşılmıştır. Ayrıca, toksik liderliğin bazı boyutlarının örgütsel bağlılık ve işten ayrılma niyeti üzerinde anlamlı etkilerinin olduğu bazı boyutlarnın ise herhangi bir etkiye sahip olmadığı görülmüştür. Anahtar Kelimeler: Toksik Liderlik, Örgütsel Bağlılık, İşten Ayrılma Niyeti
Abstract: 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. Giriş Liderlik olgusu işletme bilimi alanın yazınında pek çok araştırmaya konu olmuş ve çok farklı şekillerde tanımlanmıştır. Lider kavramına yapılan tanımlara bakıldığında genellikle izleyicileri belirli bir amaca ulaştıran kişi şeklinde ortak bir temanın olduğu görülmektedir. Bu doğrultuda, belirli bir izleyici grubunu iş hayatında veya sosyal hayatta belirli bir amaç etrafında bir araya getiren, amaçların gerçekleşmesi noktasında bütün süreçleri planlayan, örgütleyen, koordine eden, yönlendiren ve denetleyen kişi olarak lider olarak tanımlanabilir. Liderin kişilik özelliklerinin yanı sıra iş hayatında sergileyeceği liderlik tipi, işgörenlerin örgüte olan bağlılıkları, işten ayrılma veya kalma niyetleri, performansları, iş memnuniyet düzeyleri gibi pek çok davranışsal ve psikolojik durumları üzerinde önemli bir etken olabilmektedir. Çünkü liderlerde normal bir insan gibi duyguları olan bir beşerî varlık olduğundan kendilerinden her koşulda rasyonel davranmaları beklenemez.

Attention is drawn to the pervasive, viruslike presence of dysfunctional behaviour in the workplace in general and the destructive effects of toxic leadership in particular. A more forensic approach is suggested in order to counter these as a key facet of the executive appointment process.

Öz
Bazı liderlik türlerinin olumsuz yanlarının biraraya geldiği liderlik türüne toksik (zehirli) liderlik denilmektedir. Toksik karakterli liderlerin örgütleri ve işgörenleri üzerinde birçok olumsuz etkileri olabilmektedir. Bu olumsuz etkiler işgörenlerin örgütsel bağlılık düzeylerinin azalmasına ve işten ayrılma niyetlerinin de artması şeklinde sonuçlanabilmektedir. Bu doğrultuda araştırmamızın amacı uygulamanın yapıldığı örgütteki liderin toksik liderlik düzeyinin, çalışanların örgütsel bağlılık ve işten ayrılma niyetlerine olan etkisinin yanı sıra, toksik liderlik ile örgütsel bağlılık ve işten ayrılma niyeti kavramlarının birbiriyle olan etkileşim düzeylerini tespit etmektir. Çalışmanın evrenini Bitlis ilinde faaliyet gösteren üç tekstil işletmesindeki çalışanlar oluşturmaktadır. Araştırmaya veri toplamak amacıyla anket formu yöntemi kullanılmış olup, örneklem seçiminde kolayda örneklem yoluna gidilmiştir. Elde edilen veriler araştırmanın amacı doğrultusunda korelasyon ve çoklu regresyon analizlerine tabi tutulmuştur. Araştırma sonucunda, toksik liderliğin alt boyutları ile örgütsel bağlılık ve işten ayrılma niyeti arasında anlamlı ilişkilere ulaşılmıştır. Ayrıca, toksik liderliğin bazı boyutlarının örgütsel bağlılık ve işten ayrılma niyeti üzerinde anlamlı etkilerinin olduğu bazı boyutlarnın ise herhangi bir etkiye sahip olmadığı görülmüştür.
Abstract
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. Giriş Liderlik olgusu işletme bilimi alanın yazınında pek çok araştırmaya konu olmuş ve çok farklı şekillerde tanımlanmıştır. Lider kavramına yapılan tanımlara bakıldığında genellikle izleyicileri belirli bir amaca ulaştıran kişi şeklinde ortak bir temanın olduğu görülmektedir. Bu doğrultuda, belirli bir izleyici grubunu iş hayatında veya sosyal hayatta belirli bir amaç etrafında bir araya getiren, amaçların gerçekleşmesi noktasında bütün süreçleri planlayan, örgütleyen, koordine eden, yönlendiren ve denetleyen kişi olarak lider olarak tanımlanabilir. Liderin kişilik özelliklerinin yanı sıra iş hayatında sergileyeceği liderlik tipi, işgörenlerin örgüte olan bağlılıkları, işten ayrılma veya kalma niyetleri, performansları, iş memnuniyet düzeyleri gibi pek çok davranışsal ve psikolojik durumları üzerinde önemli bir etken olabilmektedir. Çünkü liderlerde normal bir insan gibi duyguları olan bir beşerî varlık olduğundan kendilerinden her koşulda rasyonel davranmaları beklenemez.

Despite protective measures and recourse mechanisms, serious cases of maladministration continue to arise in educational organizations. These jeopardize the well-being and security of organizational members, many of whom remain ‘morally mute’ in the face of them. Drawing on Jurgen Habermas’ models of social action and discourse ethics and the literature on toxic and derailed leadership, I frame maladministration and moral passivity as dysfunctional phenomena stemming from the strategic actions practiced by sad, mad or bad leaders and influenced by organizational and broader contextual factors. I inventory the strategies such leaders use to systematically distort communication, sense-making and relationships to conceal their maladministration, draw-in members or promote moral passivity. I argue these strategies prompt members to enact defensive routines and self-deceptive rationalizations, creating moral loopholes that contribute to their passivity. In concluding, I provide guidance on how members can deal with sad, mad and bad leaders and on governance practices to prevent and deal with maladministration. I also argue that Habermasian discourse ethics, complemented with virtue ethics and the ethic of care, provide conceptual and practical support for increasing democracy and humanity in organizations, helping to generate the conditions where organizational members can express the genuine reciprocity, moral obligation and goodwill that will sustain a positive, proactive ethical climate.

Tarnished: Toxic Leadership in the US Military By George E. Reed Lincoln, NE: Potomac Books, 2015 203 pages $26.50 [ILLUSTRATION OMITTED] Yogi Berra, the American baseball icon, is known for his paradoxical quotes. For Dr. George Reed, "You don't have to swing hard to hit a home run. If you got the timing, it'll go" is wholly appropriate. While an Army colonel, Reed was in the inaugural cohort of the Professor US Army War College program, earned a PhD in Public Policy Analysis and Administration, and returned to Carlisle to serve as the Director of Command and Leadership Studies. At the Army War College, he was involved in a study directed by the Army Chief of Staff to explore the phenomenon of toxic leadership. Needless to say, Reed and colleague, Dr. Craig Bullis did not have to swing hard or dig deep to confirm that toxic leadership does exist within the culture of the US Army and that it has an adverse impact on the profession of arms. Thus, the timing of the i...

This study is about "the investigating into the relative importance of toxic leadership dimensions in appearance of preventive stress at work in post office of Ardabil province" by using descriptive-correlation method. Thus, offensive leadership relationship, imperative leadership, narcissistic leadership, self-promoting leadership, unpredictable leadership had studied as main categories with preventive stress at work. The present study has been performed in two section of theoretical and practical. In theoretical section, necessary data had been collected by using library and attributive method, and in practical method, necessary data had been collected by field method by a questionnaire of statistical samples (136 people of Ardabil province post office staffs). Analyzing data by using Pearson correlation coefficients indicate that there is a significant positive relationship between toxic leadership dimensions in appearance of preventive stress at work. Key words: toxic leadership, preventive stress at work, self-promoting leadership, imperative leadership. Introduction Leadership is the ability of influence on a group in order to achieving an aim or specified aims (Robbins, 1997: 85). And leadership style is permanent and constant behavior patterns that people use it in working with others and it perceives by people (Moghimi, 2011: 28). Totally, leadership is the derivation of effectiveness on actions of a person or a group that they attempt in a determined situation towards achieving an aim. It is included that leadership process is a function of leader variations, follower and other situation variations. From the view point of theoretical and also experimental, it is seemed that the relationship between leader and his.her group members is the important variation in determining his.her power and influence. Experimental studies confirm this hypothesis (Moshabbaki, 1998). That is, it can be said that leadership isn't confined to influence that a person acts in a special role, but followers are a part of leadership process and relationship between leader and his.her followers has been emphasized by social and management sciences scholars. Also, Likert shows that skilled manager emphasizes on a good relationship in order to cooperation with subordinates (Venter, 2001). Management pattern and model in every society has been influenced by leadership methods. Some researchers believe that the main difference between a successful organization and unsuccessful organizations is the leadership method. Leadership is a central point of scholar researchers during various decades and there have been write thousands research articles about this subject. Some studies have been attempted that study habits, behaviors and methods that are relative with a successful leadership. Some of them have been attempted that study nature and results of unusual leadership (Ashfort et al, 2002). In general, it can be categorized management and leadership methods into the three sections: autocratic method, control and arbitration method, and magnanimously method. Some knowledgeable believe that the management leadership style is influenced by his.her view towards his self.herself role and employers and also how manger's behaviors and decides can influenced on motivation and job's satisfaction of employers (Hendi, Quoted from Mokhber, 1996). For long years, leadership theories had been focused on its positive aspect and this is led to a positive dogmatism (politir and rotir, 2011). Thus, we want to provide beliefs about leadership phenomenon by using review of literature, studies and the present references in this field and administrative experiments of authors that there has been little research's about it. Really, our aim is eliminating positive paradigm inadequacies towards leadership. Then, we are going to review behavioral characteristics and some toxic leader's characteristics. A bad leadership can be has negative effects on organization and its members and also it can be harmful for follower's health (politir, 2009). Researchers have suggested a range of bad and inappropriate leadership about aspects of charisma and offensive management, cruel, destructive, racketeer, narcissist, ineffective and immortal and toxic leadership. These studies present a special composition of negative qualities and it is called toxic leadership, because they suppose that this leadership style has negative results for subordinates and organization. Toxic leadership has been paid attention to organizations, for example, United States military has emphasized the necessary for definition and conception of toxic leadership. Red writers that in 2003, Tomas Ewhite that he was the military's secretary, wanted to show his that how military can find leaders that they may have destructive leadership method (Rotir, 2011: 67). Although, the mentioned publications have been done primary attempts for conception of this structure, they don't have experimental support for their claims and everyone has his/herself definition of toxic leadership. Thus, the first step in conception of this structure is the general definition of toxic leadership. If this duty is very difficult in order to the word of "toxic" is used for description of unusual leaders, for example, there is a list of toxic leaders (Lipman and

Taming the Multi-headed Monster asks questions about the traditional organizational model of Top, Middle, and Bottom rungs of management. Using examples from nonprofits to the military, the author asks, is there a better way to design organizational leadership structures?

Bu calisma, calisanlarin toksik liderlik algilari ile orgutsel sinizm duygularinin orgutsel baglilik duzeylerine etkisini tespit etmek amaciyla yapilmistir. Bu amacla arastirmanin yurutulebilmesi icin anket yontemi secilmis ve Tokat ilinde faaliyet gosteren bir kamu hastanesinde gorev yapan 396 calisana anket uygulamasi yapilmistir. Kullanilan anket formda ulkemizde gecerliligi ve guvenirliligi farkli calismalarla test edilmis uc farkli olcekten yararlanilmistir. Elde edilen veriler SPSS 22. programinda analiz edilmis ve yapilan analizler sonucunda calisanlarin toksik liderlige iliskin algilari ile orgutsel sinizm duygularinin orgutsel bagliliklarina olumsuz yonde etki ettigi tespit edilmistir.

ÖZET Bu çalmann amac örgüt içinde ykc liderlik özelliklerini tanmlayan ve bunlar ölçen bir ölçek gelitirmektir. Aratrma, takipçilerin alg ve deerlendirmeleri üzerine kurgulanmtr. Öncelikle ykc liderlik üzerine bir literatür çalmas yaplmtr. Bu çalmann sonucunda yüz alt ifadeden oluan bir ifade havuzu oluturulmutur. Uzmanlarla ölçein kapsam ve içerek geçerlilii için görüülmütür. Ölçekte beli, Likert Ölçei kullanlmtr. Aratrmann örneklemini, stanbul Ticaret Odas Üyesi irketlerde çalan beyaz yakallar oluturmaktadr. Uygulama elektronik ortamda gerçekletirilmitir. Birinci uygulamaya 684 kii, ikinci uygulamaya ise 468 kii katlmtr. lk uygulamadan elde edilen verilere açklayc faktör analizi yaplmtr. Bu analiz sonucunda ar otoriterlik, liderlik için yetkin olmamak, etik d davran, teknoloji ve deiime direnmek, astlara kar duyarszlk ve adam kayrmadan oluan alt alt boyutlu bir ölçek elde edilmitir. kinci uygulamadan elde edilen verilerle alt alt boyutlu ölçek dorulayc faktör analizi ile analiz edilmi ve istatistiksel olarak anlaml sonuçlar elde edilmi ve 28 ifadeli ölçek elde edilmitir. Madde analizi, içsel tutarllk ve test-yeniden test analizleri sonucu hem tüm ölçek için hem de alt boyutlar için istatistikî olarak anlaml sonuçlar bulunmuştur.

A growing body of research with contributions from different parts of the world documents accounts and analyses of negative behaviors by persons in leadership positions. Researchers today are acknowledging and paying increasing attention to the consequences of leadership that is characterized as being destructive. The chapter outlines organizational outcomes of destructive leadership and aims to emphasize the person–situation interaction in explaining these organizational phenomena. Both the direct outcomes that result from poor decision-making and the indirect effects that emerge as a consequence of the destructive leader's negative impact on the followers are discussed.

Australian educational leaders often have the task of leading and managing change at their core. The challenge is often educational leaders have had little training or experience in leaning and managing change, and consequently a significant variation of skills, behaviours and moral dispositions exist within our educational leaders. It is widely reported that two thirds of change initiatives fail (Burnes 2011). While the scope of this paper is not to critique why such a high percentage of change initiatives fail, it is a reminder that change management is a complex process.
Within this paper I will attempt to do three things. Firstly, present a Narrative Case Study account of a change management process located within an Australian primary school, with negative outcomes. Secondly, give some analysis to the Case, drawing on literature to support the analysis. Thirdly, I will offer a discussion of what I learnt as a result of the Case and my subsequent professional experience.

In an attempt to understand and explain toxic leadership, a predominant phenomenon in both public and private organizations, the paper proposes an evolutionary approach. The evolutionary theory offers nowadays the foundations of 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. According to gene–culture coevolution theory, articulated language was the singular phenomenon that permitted humans to become a cultural species, culture becoming 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 leader...

Her ne kadar yonetim yazini, yoneticilerin olumlu ozelliklerine odaklansa da tarihte ve gunumuz orgutlerinde sadist, tiran ve yikici yonetici ornekleri de gorulmektedir. Yoneticilerin astlarina karsi fiziksel olmayan dusmanca davranislari seklinde tanimlanan yikici yonetim altinda astlar, farkli izlenim yonetimi taktiklerini izleyebilmektedir. Bu calismada, "Yikici yonetim altinda calisanlar hangi izlenim yonetimi taktiklerini uygulamaktadir?" sorusundan hareketle, izlenim yonetimi taktiklerinin yikici yonetimi algilama duzeyine gore farklilik gosterip gostermedigi cok degiskenli varyans analizi ile incelenmektedir. 178 beyaz yakali calisan uzerinde yapilan arastirma neticesinde, yikici yonetimi algilama duzeyine gore niteliklerini tanitma, tehdit etme, erdemli gorunme, kendini sevdirme ve kendini acindirma olmak uzere izlenim yonetimi taktiklerinin anlamli duzeyde farklilastigi bulgusuna ulasilmistir. Arastirmanin; izlenim yonetimi taktiklerinin tamamini ele almasi ve izl...

Workplace toxicity is prevalent in many organisations. The paper suggests that leadership toxicity can be likened to a coronavirus-like virus and that this will be present within many, if not all, business organisations. Three key factors are outlined which, when combined, seem likely to result in a 'toxic mix' and which therefore should be examined and monitored with considerable care in order to avoid the likelihood of 'Covid-tax' dynamics overwhelming an organisation.

Leaders play an important role in clergy’s response to their call. Toxic leadership, also known as the dark side of leadership, negatively influences their decision to remain in full-time pastoral ministry. There is a shortage of clergy in the Roman Catholic Church and a distribution or displacement challenge facing the Protestant church. This poses a risk to the future of the church as without clergy, congregants will not be grounded in the faith nor will the faith be transmitted to the next generation. The purpose of this study was to discover what factors were involved in clergy’s response to the call to full-time pastoral ministry. A practical theological grounded theory approach was used to discover the properties of the category ‘leadership.’ Semi-structured interviews were conducted and data coded using Glaser and Strauss’ grounded theory methodology. The category of ‘leadership’ includes properties such as favouritism, leaders abdicating responsibilities, leaders taking no action/being inactive, leaders ‘labeling’ subordinates, leaders ‘unethical’ behavior, nepotism, poor conflict handling, poor handling of multi-racial issues, being placed on a pedestal, affirming subordinates, and autocratic leadership style. Osmer’s descriptive-empirical task was used as a practical theological lens through which to view the category ‘leadership’. The results indicated three responses by clergy to the call to full-time pastoral ministry: not being called in the first place, a dual call (being bi-vocational or ‘seasonal’), and being called but leaving anyway due to, among other factors, toxic leadership. A steward leadership approach is recommended in response to the dark side of leadership. (Conference paper presented at the Society for Practical Theology in South Africa conference held in Stellenbosch, 18-20 January 2017).