The relationship between toxic leadership and nurses' followership effectiveness

Abstract

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.

Toxic leadership, mental well-being and work engagement among nurses: a scale adaptation study and structural equation model approach

“…, 2020) increase employees' work engagement. In addition, studies conducted on nurses report that toxic leadership styles negatively affect performance (Abdelaliem and Zeid, 2023), job engagement (Labrague et al., 2021; Shipl et al. , 2022), productivity and job satisfaction (Ofei et al.…”

“…Supportingly, previous studies indicate that managers' supportive leadership styles (Enwereuzor et al, 2018), and positive communication styles (Mohebbi et al, 2020) increase employees' work engagement. In addition, studies conducted on nurses report that toxic leadership styles negatively affect performance (Abdelaliem and Zeid, 2023), job engagement (Labrague et al, 2021;Shipl et al, 2022), productivity and job satisfaction (Ofei et al, 2022). This statistically significant relationship is likely a result of toxic leaders not establishing mutually beneficial relationships with their subordinates (Naeem and Khurram, 2020).…”

“…Health is one of these sectors, and one of the most affected professional groups is nursing (Salih et al, 2023). Previous studies have reported that toxic leadership, one of the destructive leadership styles, reduces nurses' organizational commitment (Ramadan and Eid, 2020), retention rate (Hossny et al, 2023), performance (Abdelaliem and Zeid, 2023), work engagement (Shipl et al, 2022) and morale (Salih et al, 2023). This leadership practice creates negative business outcomes and is a major concern for the nursing and healthcare fields.…”

“…Previous studies have reported that toxic leadership, one of the destructive leadership styles, reduces nurses' organizational commitment (Ramadan and Eid, 2020), retention rate (Hossny et al. , 2023), performance (Abdelaliem and Zeid, 2023), work engagement (Shipl et al. , 2022) and morale (Salih et al.…”

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

“…Two studies examined work productivity as an outcome of toxic leadership, with both studies showing a negative but significant correlation between toxic leadership and nurses’ assessment of their work productivity (Atalla and Hassan Mostafa, 2023; Ofei et al , 2022). In Egypt, the toxic behavior of nurse managers was linked to significantly decreased followers’ effectiveness (Abd El Fatah Shipl et al , 2022) and reduced organizational citizenship behavior (Abdallah and Mostafa, 2021). Interestingly, in two cross-sectional studies, toxic leadership had significant but positive effects on nurses’ perceptions of organizational performance (Abdelaliem and Abou Zeid, 2023) and workgroup cohesion (Atalla and Hassan Mostafa, 2023).…”