The Impact of Perceived Toxic Leadership on Cynicism in Officer Candidates

Dobbs, James; James, Jacquelyn Boone

doi:10.1177/0095327x17747204

Cited by 54 publications

(44 citation statements)

References 22 publications

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“…Several studies have shown a positive correlation between toxic leadership and detrition of staff morale [2,19,20,24,27], as well as reduced productivity [13]. In addition, toxic leadership is linked to intention to leave an organisation [8,9,11], with many employees leaving their jobs rather than tolerate a toxic leader [28].…”

Section: Impact On Organisationsmentioning

confidence: 99%

An Exploration of Leadership in Post-Primary Schools: The Emergence of Toxic Leadership

et al. 2021

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

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Section: Impact On Organisationsmentioning

confidence: 99%

An Exploration of Leadership in Post-Primary Schools: The Emergence of Toxic Leadership

et al. 2021

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“…(Dykes and Winn, 2019, pp.39). This style of leadership -also known as dark leadership (Otto et al, 2018, for example), destructive leadership (Padilla et al, 2007;Thoroughgood et al, 2018) or, simply, bad leadership (Kellerman, 2004), and the behaviour it implies -impacts significantly on the individual on a psychological, emotional and economic level (see Webster et al, 2016, for example), as well as upon the organisation itselfin the form of high staff turnover, increased cynicism, diminution of loyalty to organisation and counterproductive job behaviour by employees (MacLennan 2017; Burke 2017; Dobbs and Do, 2019). Indeed, toxic leadership has been seen as a considerable factor in the development and maintenance of workplace bullying dynamics within an organisation (Webster, 2016;Malik et al, 2019).…”

Section: Toxic Leadershipmentioning

confidence: 99%

The lived experience of toxic leadership in Irish higher education

Fahie

2019

IJWHM

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Purpose The purpose of this paper is to reveal the lived experience of toxic leadership for a cohort of 11 individuals who work, or have worked, in the field of higher education in Ireland. Drawing on national and international literature, as well as the testimonies of a cohort of academic and administrative staff, the study considers the impact of this negative management style on these individuals as well as upon the organisation itself. Design/methodology/approach A total of 11 self-selected individuals (four males and seven females) were interviewed for this pilot study. Data from the semi-structured interviews were organised thematically and analysed with the support of the computer software package MAXQDA®. Findings The results show that the experience of toxic leadership was profound for the interviewees across a number of contexts. They reported adverse physical and psychological impacts as well as detailing the repercussions for their respective career trajectories as they endeavoured to safely navigate their often-hostile work environment. Human resources departments within their respective institutions were the focus of considerable criticism by the interviewees who highlighted, what they saw as, the inherent contradiction/tension between the perceived roles and responsibilities of such departments in addressing or resolving interpersonal work-related disputes. Originality/value The findings expand on the extant scholarly literature on toxic leadership in higher education and, for the first time, offer a revealing insight on this phenomenon within the Irish context.

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“…Research has shown that there is a relationship between destructive leadership and cynicism. According to Dobbs & Do (2019), the study uncovered a positive and partially significant (simultaneous) and simultaneous (total overall) relationship between destructive leadership variables and cynicism. Thus, if a leader becomes destructive, it will cause cynicism to employees.…”

Section: Sutrisno Teofilus Silaswara and Rusmimentioning

confidence: 94%

Leader-Member Exchange Paradigm in RSUD Dr. Saiful Anwar Malang

Sutrisno

Teofilus

Silaswara

et al. 2021

MABIS

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Research aims: The study was conducted to discuss the phenomenon of destructive leadership, cynicism, and employee performance that occurred at Dr. Saiful Anwar Malang Hospital. The purpose of this study is to look at the effect of destructive leadership on employee performance, the effect of cynicism on employee performance, and the moderation effect of cynicism on destructive leadership and employee performance at Dr. Saiful Anwar Malang Hospital.Design/Methodology/Approach: This study employed a partial least square (PLS) multivariate statistical technique. Sampling used a saturated sampling method, and the respondents were all employees of the Finance Department from 50 hospitals. The Likert scale was utilized as a measurement tool for the questionnaire.Research findings: This study's results indicated that the destructive leadership variable positively and significantly influenced the employee performance variable. Based on the questionnaire results, it was known that Dr. Saiful Anwar Malang Hospital’s employee performance had a positive nature in responding to the existence of destructive leadership so that performance was maintained.Theoretical contribution/Originality: Companies can develop strategies to anticipate destructive leadership and weaken cynicism because both attitudes can impact employee performance.Practitioner/Policy implication: This research is expected to provide insight into leaders’ and employees' behavior regarding the phenomenon of destructive leadership and cynicism to improve employee performance because companies with a positive culture can undoubtedly make employees comfortable so that they will do work optimally.Research limitation/Implication: This research’s implication shows that the employees’ behavior in Dr. Saiful Anwar Malang Hospital was very good because employees could show positive attitudes even with pressures, such as destructive leadership and cynicism.

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The Impact of Perceived Toxic Leadership on Cynicism in Officer Candidates

Cited by 54 publications

References 22 publications

An Exploration of Leadership in Post-Primary Schools: The Emergence of Toxic Leadership

An Exploration of Leadership in Post-Primary Schools: The Emergence of Toxic Leadership

The lived experience of toxic leadership in Irish higher education

Leader-Member Exchange Paradigm in RSUD Dr. Saiful Anwar Malang

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