Conflict in the workplace: a 10-year review of toxic leadership in higher education

Smith, Natesha L.; Fredricks-Lowman, Imani

doi:10.1080/13603124.2019.1591512

Cited by 52 publications

(43 citation statements)

References 14 publications

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“…Toxic leadership, which is called "destructive", "bully", "cruel" and "toxic" (Goldman, 2011), includes these types of leadership because it also includes other negative leadership behaviors (such as bullying, rude, destructive leadership) in the workplace. (Smith & Lowman, 2020;Yavaş, 2016).…”

Section: Toxic Leadershipmentioning

confidence: 99%

The mediating role of organizational trust in the effect of toxic leadership on job satisfaction

Erdal

Budak²

2021

IJRBS

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Toxic leadership refers to the sum of the negative aspects of leaders within their leadership traits. Narcissistic leadership is a multidimensional structure that includes charismatic leadership and authoritarian leadership types. Toxic leaders can harm the organization, employees, and society in which they work. This research aims to determine the toxic characteristics of leaders working in public universities and to extract the attribute of organizational trust in job satisfaction. Turkey's Istanbul made the data collected through face-to-face survey research methods in 470 people working in the public university hospital in the province were analyzed by analysis methods used in social sciences. As a result of the analysis, a negative significant relationship between toxic leadership and organizational trust, a negative significant relationship between toxic leadership and job satisfaction and its sub-dimensions, and a positive significant relationship between organizational trust and job satisfaction and its sub-dimensions were found. Toxic leadership affects managerial job satisfaction and company policy-based job satisfaction through the full set of organizational trust. In addition, toxic leadership has also been found to be effective on job satisfaction arising from employees through partial organizational trust

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Section: Toxic Leadershipmentioning

confidence: 99%

The mediating role of organizational trust in the effect of toxic leadership on job satisfaction

Erdal

Budak²

2021

IJRBS

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“…To date, available literature on this topic was mostly limited to the financial and academic sectors (Smith & Fredricks‐Lowman, 2019; Boufounou & Avdi, 2016; Fahami et al, 2018), with only one study to our knowledge conducted in the nursing sector. This single study in nursing reported findings of a remarkable decline in work productivity and job engagement, an emergence of physical and emotional distress and eventual turnover among nurses who experience toxic leaders (Roter, 2017).…”

Section: Introductionmentioning

confidence: 99%

Influence of nurse managers' toxic leadership behaviours on nurse‐reported adverse events and quality of care

Labrague

2020

J Nurs Manag

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Aim To assess the impact of toxic leadership behaviours among nurse managers on nurse‐reported adverse events and quality of care. Background Toxic leadership, a form of ineffective leadership, is increasingly becoming rampant in the field of nursing and has been strongly linked to poor nurse job outcomes including job dissatisfaction, higher stress levels, and increased turnover intention. To date, no studies have been conducted to examine how this type of leadership behaviours affects patient outcomes and care quality. Methods A multicentre, cross‐sectional study. This study involved a sample of 1,053 registered nurses working in 20 hospitals in the Philippines. Three standardized scales were deployed, including the Toxic Leadership Behaviors of Nurse Managers Scale, the Adverse Patient Events Scale and the single‐item quality‐of‐care‐measure. Results Overall, nurses (96.2%) appraised the quality of care of their respective units as ‘good to excellent’ and cited complaints from patients and their families as the most commonly reported adverse events. Toxic leadership behaviours in nurse managers were strongly associated with increased nurse‐reported adverse events including reports of complaints (β = .619; p < .001) and verbal mistreatment from patients and their families (β = .407; p < .001), patient falls (β = .834; p < .001), health care–associated infections (β = .629; p < .001) and errors in administering medication (β = .708; p < .001) and with decreased quality of care (β = −.216; p < .001). Conclusion Nurses who experience working under a nurse manager exhibiting toxic behaviours reported an increased frequency of nurse‐reported adverse events and poorer quality of care in the unit. Implications for Nursing Management Organizational measure to reduce the occurrence of adverse events and enhance the quality of care provided in medical units may include intervention to develop positive leadership practices among nurse managers.

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“…For individual employees, experiences of toxic leadership behaviour at the workplace are related to negative job outcomes such as lower job contentment, decreased job engagement, withdrawal from work, poor job performance, lower attendance, decreased work motivation, low morale and negligent behaviour—such as turnover intention and absenteeism (Einarsen et al., 2016; Hadadian & Sayadpour, 2018; Hyson, 2016; Lipman‐Blumen, 2010; Morris, 2019). At the organisational level, working under toxic leadership often leads to quality issues, a poor work environment and poor safety within the organisation (Al Zaabi et al., 2018; Roter, 2017; Smith and Fredricks‐Lowman, 2019). Ultimately, toxic leadership could foster the development of a toxic organisational culture that could potentially lead to the development of more toxic leaders in the future (Erickson et al., 2015; Lipman‐Blumen, 2010).…”

Section: Introductionmentioning

confidence: 99%

Predictors of toxic leadership behaviour among nurse managers: A cross‐sectional study

et al. 2020

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Aim To identify the predictors of toxic leadership behaviour in nurse managers. Background Toxic leadership is becoming increasingly prevalent in nursing; however, the literature provides very limited evidence of the different factors that promote toxic leadership behaviour in nurse managers. Methods A descriptive, cross‐sectional design was used. Two hundred and forty nurse managers from ten hospitals in the Central Philippines were included in the study. Data were collected using the Nurse Information Form and the Toxic Leadership Behaviours of Nurse Managers Scale (ToxBH‐NM). Hierarchical multiple regression was used to analyse the data collected. Results The mean of average item score of the ToxBH‐NM was 1.250 (SD = 0.470). Multiple regression analyses identified the years of experience in a managerial role (β = −0.165, p = .031), job status (part time) (β = 0.177, p = .002), ward census (30 patients, 40 patients and above 40 patients) ([β = 0.231, p = .005]; [β = 0.345, p < .004]; [β = 0.262, p = .012]), number of units managed (2 units and > 3 units) ([β = 0.292, p < .001]; [β = 0.235, p < .001]), hospital type (private hospital) (β = 0.271, p = .007) and hospital level (secondary hospitals) (β = 0.226, p = .036) predicted toxic leadership behaviour in nurse managers. Conclusions Overall, nurse managers were appraised as non‐toxic leaders. Nurse managers who held a part‐time job status, those who had lower experience in the managerial role and those who were assigned to wards or units with high patient admission numbers reported increased toxic leadership behaviours. Further, nurse managers who managed more than 2 units, those who were employed in private hospitals and those who worked in secondary hospitals reported increased toxic leadership behaviours. Implications for Nursing Management Nurse administrators can consider the different predictors identified when planning and developing leadership interventions and organisational strategies (e.g. limiting the number of units per nurse manager, provision of full‐time job employment, assignment of assistant nurse managers, formulation of policy specific to managing toxic behaviours), which may assist in the determent of toxic behaviours in nurse managers.

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Conflict in the workplace: a 10-year review of toxic leadership in higher education

Cited by 52 publications

References 14 publications

The mediating role of organizational trust in the effect of toxic leadership on job satisfaction

The mediating role of organizational trust in the effect of toxic leadership on job satisfaction

Influence of nurse managers' toxic leadership behaviours on nurse‐reported adverse events and quality of care

Predictors of toxic leadership behaviour among nurse managers: A cross‐sectional study

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