Effects of Toxic Leadership on Intensive Care Units Staff Nurses’ Emotional Intelligence and Their Organizational Citizenship Behaviors

Abdallah, Samah Abo-Elenein; Mostafa, Sara Abdel-Mongy

doi:10.21608/tsnj.2021.196635

Cited by 6 publications

(8 citation statements)

References 25 publications

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“…The present finding was in same line with study done by (Abdallah and Mostafa, 2021), in Egypt, at Tanta city, concluded that the staff nurses at international teaching Hospital perceived that their leaders had low toxic leadership level. Further, Abd El-Aziz Zaki and Elsaiad, (2021) found that, slightly more than three-fifth of nurses perceived a low level of toxic Leadership.…”

Section: Discussionsupporting

confidence: 93%

“…This explanation was incongruent with a study done by (Abdallah and Mostafa, 2021), in Egypt, at Tanta city, revealed that the staff nurses at General Hospital perceived that their leaders had high levels of toxic leadership. additionally, disagreement with Webster, Brough, & Daly, (2020), who found that overall, toxic leadership behaviors in nurse managers were strongly associated with increased nurse-reported adverse events including reports of complaints and verbal mistreatment from patients and their families, patient falls, health care associated infections and errors in administering and with decreased quality of care.…”

Section: Discussionmentioning

confidence: 80%

“…This result was in similar with Naeem and Khurram (2020), who found that most of the participants reported they were exposed to leaders' harmful behaviors in their workplace. as well, Brown, (2019) showed that some members left the organizational environment due to experiencing toxic leadership and Abdallah & Mostafa, (2021) who found that the majority of staff nurses perceived that their leaders had low overall toxic leadership level compared to high percent had moderate overall toxic leadership at General Hospital. Moreover, consisted with Abou-Ramadan and Eid (2020) whose found that more than one-third of nursing staff perceived that their leaders had moderate level of narcissism, and unpredictability behaviors of toxic leadership Concerning to Counterproductive Work Behaviors (CWBs) All staff nurses perceived a low level of overall Counterproductive Work Behavior (CWB) at private hospital compared to around half of staff nurses perceived moderate level of CWB at public hospital and there was a statistically significant difference between staff nurses who perceived total dimensions of CWBs at both private and public hospitals.…”

Section: Discussionmentioning

confidence: 99%

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Effects of toxic leadership style of nurse mangers on counterproductive work behaviors and intention to quit among staff nurses: A Comparative Study

Mekawy

Ismail

2022

Egyptian Journal of Health Care

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Background: Leadership style has been given importance in contemporary research because leaders are considered to be an essential part of an organization's success. Toxic nurse managers can have a detrimental impact on the organization's bottom line by increasing nurse's absenteeism, creating job dissatisfaction and unnecessary job stress, resulting in high staff turnover and counterproductive work behaviors (CWB). Aim: The present study aimed to examine toxic leadership of nurse mangers and its relation to counterproductive work behaviors and intention to quit from the perspective of staff nurses. Design: A descriptive, correlational and comparative design was utilized to fulfill the aim of this study. Sample: A convenient sample (n=190) of staff nurses who agreed to participate in the study were included. Setting: The current study was conducted in two different selected sectors at Cairo governate. Tool: Three tools were used I. Toxic Leadership Behaviors of Nurse Managers (ToxBH-NM) Questionnaire; II. Counterproductive Work Behaviors Questionnaire (CWBs) and III. Nurses' intention to quit Questionnaire (NITQ). The results: The study revealed that, the majority (73.6%, 63.1 respectively) of staff nurses perceived a low level of overall nurse manger toxic leadership at both Hospitals. While only (14.9%, 15.5% respectively) of them perceived a high level of overall nurse manger toxic leadership at both Hospitals. Moreover, (100%) of staff nurses perceived a low level of overall Counterproductive Work Behavior at private Hospitals compared to (40.8%) of staff nurses perceived moderate level of overall Counterproductive Work Behavior at public Hospitals. Furthermore, (51.7%, 48.3% respectively) of staff nurses had low to moderate intention to quite level at private Hospitals compared to (33.0 %,514% respectively) of staff nurses had low to moderate intention to quite level at public Hospitals. While, only (15.6%) of staff nurses had low intention to quite level at public Hospitals. In addition, there was a statistically positive significantly correlation between total staff nurses perceived toxic leadership with their Counterproductive Work Behavior (r = 0.250& p= 0.02) at private hospital. While, there was a statistically positive significant correlation between total staff nurses' perceptions of toxic leadership with their intention to quit (r=0.352** and p= 0. 000*) at public hospital. Conclusion: Overall, the study concluded that, the majority of staff nurses perceived a low level of nurse manger toxic leadership at both private and public hospitals. All staff nurses perceived a low level of overall Counterproductive Work Behavior (CWB) at private hospital compared to around half of staff nurses perceived moderate level of CWB at public hospital. Around half of staff nurses had low to moderate level of intention to quite at both private and public hospitals. Also, there was a highly positive statistically significant correlation between staff nurses' perception of nurse managers' toxic leadership, with their Co...

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Section: Discussionsupporting

confidence: 93%

Section: Discussionmentioning

confidence: 80%

Section: Discussionmentioning

confidence: 99%

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Effects of toxic leadership style of nurse mangers on counterproductive work behaviors and intention to quit among staff nurses: A Comparative Study

Mekawy

Ismail

2022

Egyptian Journal of Health Care

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“…This is in line with the results of this study, in which authoritarian leadership had the highest mean score. Similarly to our study results, Aasland et al (2010), Abdallah and Mostafa (2021), Abou Ramdan and Eid (2020), Örgev and Demir (2019), and Uysal (2019) found a moderate percentage of toxic leadership in their studies. In comparison, other studies by Kusy and Holloway (2009) and Sezici (2016) have reported that participants perceived high levels of toxic leadership in their workplaces.…”

Section: Discussionsupporting

confidence: 90%

The relationship between toxic leadership and nurses' followership effectiveness

Shipl¹,

Nabawy²,

Ashour³

2022

Cent Eur J Nurs Midw

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Aim: This study aimed to investigate the relationship between toxic leadership and nurse followership effectiveness. Design: A quantitative cross-sectional study. Methods: This study was carried out in all medical and surgical inpatient care units at Alexandria Main University Hospital. In total, 343 nurses completed the toxic leadership scale and followership styles questionnaires. Frequencies and percentages were used to present demographic characteristics; means and standard deviations were used to present continuous variables. An independent sample t-test, Pearson correlation, and linear regression analysis were conducted to test the nature of the relationship between study variables. Results: The results indicated a slightly moderate mean percentage score for toxic leadership and a slightly high mean percentage score for nurse followership effectiveness. In addition, there was a significant negative weak correlation between toxic leadership and nurse followership effectiveness. Conclusion: Training programs should be designed for leaders and followers to develop self-insight / awareness, maintain self-control and accountability, and advance followership skills. Controlling systems should be developed for the immediate identification of ongoing toxic leadership behavior in the organization, and a whistleblower protection system should be established.

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“…Two studies reported a significant increase in silence behavior in nurses who perceived their nurse managers as toxic (Abdelaliem and Abou Zeid, 2023; Reyhanoglu and Akin, 2022). Other studies associated toxic leadership by nurse managers with reduced emotional intelligence (Abdallah and Mostafa, 2021) and increased use of conflict management styles such as avoiding, accommodating, competing and collaborating (Abou Ramadan and Eid, 2020). Toxic leadership had no significant effects on nurses’ professional values, as reported in one study (Özkan et al , 2022).…”

Section: Major Findingsmentioning

confidence: 99%

Toxic leadership and its relationship with outcomes on the nursing workforce and patient safety: a systematic review

Labrague

2023

LHS

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Purpose This study aims to appraise and synthesize evidence examining the effects of toxic leadership on the nursing workforce and patient safety outcomes. Design/methodology/approach This is a systematic review in accordance with Preferred Reporting Items for Systematic Reviews and Meta-Analyses protocol. Five electronic databases (SCOPUS, PubMed, Web of Science, CINAHL and Psych INFO) were searched to identify relevant articles. Two independent researchers conducted the data extraction and appraisal. A content analysis was used to identify toxic leadership outcomes. Findings The initial literature search identified 376 articles, 16 of which were deemed relevant to the final review. Results of the content analysis identified 31 outcomes, which were clustered into five themes: satisfaction with work; relationship with organization; psychological state and well-being; productivity and performance; and patient safety outcomes. Seven mediators between toxic leadership and five outcomes were identified in the included studies. Practical implications Organizational strategies to improve outcomes in the nursing workforce should involve measures to build and develop positive leadership and prevent toxic behaviors among nurse managers through theory-driven strategies, human resource management efforts and relevant policy. Originality/value The review findings have provided modest evidence suggesting that working under a leader who exhibits toxic behaviors may have adverse consequences in the nursing workforce; however, more research examining if this leadership style influences patient safety and care outcomes is warranted.

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Effects of Toxic Leadership on Intensive Care Units Staff Nurses’ Emotional Intelligence and Their Organizational Citizenship Behaviors

Cited by 6 publications

References 25 publications

Effects of toxic leadership style of nurse mangers on counterproductive work behaviors and intention to quit among staff nurses: A Comparative Study

Effects of toxic leadership style of nurse mangers on counterproductive work behaviors and intention to quit among staff nurses: A Comparative Study

The relationship between toxic leadership and nurses' followership effectiveness

Toxic leadership and its relationship with outcomes on the nursing workforce and patient safety: a systematic review

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