The effect of toxic leadership on workplace deviance: the mediating effect of emotional exhaustion, and the moderating effect of organizational cynicism.

BACKGROUND: Toxic leadership is abusive, destructive, and detrimental to nurses, can decrease nurse morale, increase stress levels, diminish organizational performance, and cause employee emotional exhaustion. Emotional exhaustion, a key component of burnout, has been linked to decreased job performance and increased likelihood of engaging in deviant behaviors at work. Organizational cynicism, as a negative attitude or distrust towards the organization and its leadership, may exacerbate the relationship between toxic leadership and workplace deviance. This study aims to explore how toxic leadership, workplace deviance, emotional exhaustion, and organizational cynicism are interrelated in the nursing profession. METHOD: A multicenter descriptive, cross-sectional research design was conducted at three university hospitals affiliated with three Egyptian governorates: Zagazig, El-Fayoum, and Alexandria. Two hundred forty-three nurses completed the Personal and Job-related Data Questionnaire, Toxic Leadership Scale, Emotional Exhaustion Scale, Workplace Deviance Scale, and Organizational Cynicism Scale. Mediation analysis using SPSS PROCESS revealed that emotional exhaustion indirectly influences the relationship between toxic leadership and workplace deviance, while hierarchical multiple regression showed that organizational cynicism moderates this relationship, with linear regression confirming the predictive impact of these variables on workplace deviance. RESULTS: Toxic leadership exhibits a substantial positive influence on workplace deviance (B = 16.132, p < 0.001), as does emotional exhaustion (B = 8.760, p < 0.001) and organizational cynicism (B = 5.376, p = 0.036). Furthermore, the interaction terms of toxic leadership, organizational cynicism, and emotional exhaustion are significant (B = -3.012, p = 0.036). The negative coefficient of the interaction term implies a mitigating impact, indicating that the combined presence of high toxic leadership, high emotional exhaustion, and high organizational cynicism may counterintuitively reduce workplace deviance (t = -2.110). CONCLUSION: These results suggest that while toxic leadership, emotional exhaustion, and organizational cynicism each independently increase workplace deviance, their combined presence may unexpectedly reduce deviant behaviors. IMPLICATION FOR NURSING: These results highlight the significance of tackling toxic leadership practices and cultivating a positive organizational culture to enhance a healthier work environment and reduce instances of workplace deviance. Healthcare settings should prioritize interventions to improve leadership practices, enhance employee well-being, and cultivate a supportive organizational climate.

Leadership as a determinant of need fulfillment: implications for meta-theory, methods, and practice.

Of all the most prominent business concepts (e.g., DE&I, employee well-being, employee engagement, organizational culture, etc.) none rivals leadership in terms of public interest and annual monetary investment. Despite the obvious importance of leadership as a determinant of many important outcomes, the concept of leadership has been surprisingly hard to pin down, lacking consensus as to its precise meaning. As numerous authors introduce ever more constructs (e.g., servant leadership, toxic leadership, sustainable leadership, transformational leadership, etc.), the leadership concept has become emblematic of the problem of construct proliferation. Like the related fields of employee engagement, subjective well-being, and organizational culture, the leadership field is in desperate need of a clearly articulated meta-theory to house its many constructs, allowing theory and measurement to build up instead of continuing to pile up. This paper argues for grounding the concept of leadership within the psychological literature on human needs. In reviewing the leading definitions of leadership in the literature we find that they are reducible to a core set of follower needs that can be facilitated or inhibited by leaders. We propose that there is substantial value in adopting a comprehensive needs-based taxonomy over current approaches. We consider the impact of setting the concepts of leadership within existing need constructs for each of the following: (a) theory, especially the development of leadership frameworks and particularly how the concept of leadership relates to the concepts of organizational culture, employee well-being, and employee engagement; (b) methods, including the value of applying a comprehensive, structured model; and (c) practice, where we emphasize the practical advantages of clear operational definitions.

Corrigendum: Leadership as a determinant of need fulfillment: implications for meta-theory, methods, and practice.

[This corrects the article DOI: 10.3389/fpsyg.2024.1427072.].

Validity and reliability of the toxic leadership behaviors of nurse managers scale among Chinese nurses.

Objectives: Toxic leadership is increasingly becoming common in the nursing field, but the measurement tools are lacking. Therefore, this study aimed to translate the toxic leadership behaviors of nurse managers (ToxBH-NM) scale into Chinese and test its psychometric properties among Chinese nurses. Methods: The data for this study were obtained from a cross-sectional survey of 1,195 nurses. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were used to examine the structural validity of the ToxBH-NM. The following psychometric properties of the scale were assessed: content validity, criterion validity, internal consistency reliability, and test-retest reliability. Results: The Chinese version of the ToxBH-NM (C-ToxBH-NM) scale had two dimensions and 30 items. The correlation coefficients between the scores of each item and the total scores were 0762-0.922 (p < 0.001), and the range of the CR determination values of all the items were 8.610-18.998, with statistical significance (p < 0.001). The total content validity index (CVI) was 0.996, the average CVI was 0.996, and the item-level CVI was 0.875-1.000. Two common factors were identified in the EFA, and 81.074% of the variation was explained cumulatively. The CFA showed that all the fitting indexes reached the standard, and the model fit degree was good. When the Chinese version of the Destructive Leadership Scale was used as calibration, the correlation coefficient was 0.378 (p < 0.001). The Cronbach's alpha coefficients of the overall scale were 0.989 and of the two dimensions were 0.969 and 0.987, respectively, with a split-half reliability of 0.966 and test-retest reliability of 0.978. Conclusion: The research results show that the C-ToxBH-NM scale has good reliability and validity and can be used to evaluate the severity of toxic leadership behavior among nursing managers.

Investigation of the relationship between nurses' perception of toxic leadership and their organizational trust levels and turnover intentions.

AIM: This study aimed to investigate the relationship between nurses' perception of toxic leadership and their organizational trust levels and turnover intentions. DESIGN: This cross-sectional study was conducted using an online survey of 168 nurses working in public and university hospitals. METHODS: Data were collected between April and November 2022 with the Toxic Leadership Scale, Organizational Trust Scale and Turnover Intention Scale. Descriptive statistics, correlations, and regression analyses were used to analyse these data. RESULTS: It was determined that almost half of the nurses (46.4%) were exposed to negative behaviours from their managers within the last year. Nurses' perception of toxic leadership, organizational trust level and turnover intention were moderate. It was found that nurses' perceptions of toxic leadership had a negative effect on organizational trust level (R2 = .691; ß = -0.832; p < .05) and a positive significant effect on turnover intention (R2 = .267; ß = 0.521; p < .05). CONCLUSIONS: This study revealed that toxic leadership behaviours in health organizations should be struggled with to increase nurses' organizational trust and reduce their turnover. In this context, an organizational culture in which toxic behaviours are not tolerated should be established in health organizations. IMPACT: What problem did the study address? In the literature, mostly positive leadership behaviours of nurse managers are emphasized and little is known about their negative behaviours such as toxic leadership. What were the main findings? It was determined that nurses who perceived more toxic behaviour from their managers had less trust in their organizations and higher turnover intention. On whom will the research have an impact? To provide a positive working environment and reduce turnover, it is necessary to create an organizational culture in which the toxic behaviours of nurse managers are not tolerated. PATIENT OR PUBLIC CONTRIBUTION: No patient or public contribution.

A warrant for violence? An analysis of Donald Trump's speech before the US Capitol attack.

On January 6th, 2021, Donald Trump's speech during a 'Save America' rally was followed by mass violence, with Trump's supporters storming the U.S. Capitol to prevent the certification of Joe Biden's victory in the presidential election. In its wake, there was a great deal of debate around whether the speech contained direct instructions for the subsequent violence. In this paper, we use a social identity perspective on leadership (and more specifically, on toxic leadership) to analyse the speech and see how its overall argument relates to violence. We show that Trump's argument rests on the populist distinction between the American people and elites. He moralises these groups as good and evil respectively and proposes that the very existence of America is under threat if the election result stands. On this basis he proposes that all true Americans are obligated to act in order prevent Biden's certification and to ensure that the good prevails over evil. While Trump does not explicitly say what such action entails, he also removes normative and moral impediments to extreme action. In this way, taken as a whole, Trump's speech enables rather than demands violence and ultimately it provides a warrant for the violence that ensued.

Linking Toxic Leadership With Work Satisfaction and Psychological Distress in Emergency Nurses: The Mediating Role of Work-Family Conflict.

INTRODUCTION: Toxic leadership is a prevalent issue within health care organizations, including emergency departments. No studies have been found specifically examining these issues among emergency nurses. This study examined the mediating effects of work-family conflict on the relationship between toxic leadership behaviors of nurse managers and psychological distress and work satisfaction among emergency nurses. METHODS: A cross-sectional survey was used to gather data from 285 Filipino emergency nurses, using 4 validated measures. Mediation analyses were conducted using the PROCESS Macro with Model 4. RESULTS: Toxic leadership had a direct negative effect on work satisfaction (ß = -0.3313, P<.001) and a direct positive effect on psychological distress (ß = 0.0945, P = .0491). Work-family conflict partially mediated the relationship between toxic leadership and both psychological distress (ß = 0.0217, SE = .0141, 95% CI = 0.0002-0.0538) and work satisfaction (ß = -0.0438, SE = 0.0216, 95% CI = -0.0884 to -0.0049). DISCUSSION: The study findings highlighted the negative influence of toxic leadership behaviors on the overall work satisfaction and psychological well-being of emergency nurses. In addition, this study identified work-family conflict as a mechanism that explained how the toxic leadership behaviors of nurse managers influenced the psychological well-being and job satisfaction of emergency nurses. The results of this study underscore the need for interventions and strategies to address toxic leadership and mitigate the negative consequences it poses to emergency nurses' well-being.

Identifying the predictors of turnover intention based on nurse managers' toxic leadership behaviors among nurses in Iran: a cross-sectional correlational study.

BACKGROUND: Unfavorable leadership practices are a growing concern in the field of healthcare and nursing that have adverse consequences on nurses' career outcomes. One of the undesirable leadership styles is the toxic leadership style. Considering the importance of nursing managers' leadership style and its impact on nurses' performance and the scarcity of studies in this field, the present study was conducted to determine toxic leadership behaviors in nursing managers and their relationship with the turnover intention among nurses. METHODS: A multicenter cross-sectional correlational study. This study involved 551 nurses from 5 educational-medical centers in Ardabil province, north-western Iran. Three self-report scales, including The demographic and occupational information form, the Toxic Leadership Behaviors of Nurse Managers Scale (ToxBH-NM), and the turnover intention questionnaire were adopted for assessment purposes in this study. Data were analyzed using SPSS (Version 22) software using descriptive statistics, Pearson correlation coefficient test, t-test, ANOVA test, and multiple linear regression analysis. RESULTS: Overall, 551 nurses participated in this research. There was a significantly positive relationship between Turnover intention and Toxic leadership behavior Subscales (r = 0.475, p < 0.001). Furthermore, multiple linear regression analysis showed Toxic leadership behavior Subscales (Intemperate behavior, Narcissistic behavior, Self-promoting behavior, and Humiliating behavior), Hospital, unit, Age, and Marital status predict Turnover intention when other variables are controlled. CONCLUSION: A leader who directly and indirectly adopts toxic behavior toward their employees destructively affects both individuals and organizations. Nurses who work for a manager exhibiting toxic leadership behaviors demonstrated higher turnover intention.

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

PURPOSE: Although the background on positive and supportive leadership styles and their positive effects is constantly increasing, it is known that negative and destructive leadership styles are less researched. Thus, examining the toxic leadership behaviors of nurse managers and the effects of these on nurses has a critical significance. When the measurement tools evaluating toxic leadership are examined, it is seen that there is a need for measurement tools that evaluate the toxic leadership behaviors of nurse managers. This study's purpose is to psychometrically examine the Turkish version of the Toxic Leadership Behaviors of Nurse Managers (ToxBH-NM-TR) Scale and test the hypothesized conceptual model that includes the relationships between toxic leadership, mental well-being and work engagement. DESIGN/METHODOLOGY/APPROACH: This quantitative research was carried out in psychometric, correlational and cross-sectional design. A total of 559 nurses were included in the study by using the convenience sample method. The ToxBH-NM-TR Scale, Warwick-Edinburg Mental Well-Being Scale and Utrecht Work Engagement Scale (UWES) were used to measure the latent variables of the study. The data were collected between June and October 2020 with the online survey method. IBM SPSS Statistics 24 and Amos 21 statistical programs were used to analyze the data. FINDINGS: The scale-content validity index of the ToxBH-NM-TR was 0.88. Confirmatory factor analysis results showed that the fit indices were acceptable. The ToxBH-NM-TR had high internal consistency and temporal stability. In addition, the relationships between the latent variables of the study were in the expected direction and statistically significant (p < 0.001). The hypothesized conceptual model showed an acceptable or good fit to the data. Mental well-being partially mediated the relationship between toxic leadership and work engagement. The study showed that the ToxBH-NM-TR is a valid and reliable instrument and provided evidence that confirmed the hypothesized conceptual model. RESEARCH LIMITATIONS/IMPLICATIONS: The first of these is the fact that managers' toxic leadership behaviors were determined based on nurses' self-report. For this reason, participants' potential prejudices may have affected the results of the study. The second limitation concerns the data collection technique. Using face-to-face data collection techniques during the COVID-19 pandemic could create a danger/risk for the health of nurses, researchers and patients. Therefore, the nurses in this research were reached through an online survey on social media platforms. The participants of the study were limited to those who had access to social media. Finally, some socio-demographic and professional characteristics of the participants may be a confounding variable for the model. For this reason, this conceptual model needs to be validated on other samples in different countries to increase the generalizability of the research results. PRACTICAL IMPLICATIONS: The characteristics of this leadership style should be understood, and its effects on employees and organizations should be evaluated by screening regularly to prevent the development of toxic leaders and to eliminate the harmful effects of their behavior. The nurses should respond decisively to the forces that cause them to submit in order not to encourage a toxic leadership style. Healthcare institutions should develop procedures and take a proactive approach to destructive and negative leadership behaviors and practices. In addition, nurse managers should get feedback by using informal networks and 360-degree assessment tools and evaluate whether their leadership has a toxic function by regularly screening the effects of their leadership. ORIGINALITY/VALUE: The results of this study offer important implications for nurses, managers and healthcare institutions and can be useful in gaining awareness about the negative effects of a toxic leadership style. In addition, the study provides a valid and reliable scale that will enable the identification of managers with this leadership style to prevent the development of toxic leaders and eliminate the harmful effects of their behavior.

Toxic leadership as a predictor of physical and psychological withdrawal behaviours in the healthcare sector.

The current study aims to examine how toxic management styles can lead to both psychological and physical withdrawal of employees in the healthcare sector. The quantitative approach was used in this research. Preliminary data was collected through online questionnaires from 413 employees working in private and public hospitals and health centers in France. Structural equation modeling was used to test the research hypotheses in the SmartPLS program. The research results indicate a direct positive effect of two styles of toxic leadership (unpredictability and authoritarian leadership) on physical withdrawal behaviors. The results also showed that self-promotion and unpredictability positively affect psychological withdrawal behaviors in hospitals and health centers. The results of the research can be useful for managing health centers to remove the behaviors of toxic leaders from the work environment and protect and support staff so that they can continue carrying out their duties.

Toxic leadership behaviour of nurse managers and turnover intentions: the mediating role of job satisfaction.

INTRODUCTION: Globally, hospitals are confronted with major challenges of turnover of nurses. Knowledge of the factors that account for the turnover of nurses will aid in creating strategies that will enhance nurse managers' leadership behaviour and job satisfaction to reduce turnover. The study, therefore, investigated the mediating role of job satisfaction on toxic leadership and turnover intentions of nurses. METHODS: A multi-centre cross-sectional study was undertaken to assess 943 nurses using the Toxic-leadership Behaviour of Nurse Managers scale, Minnesota Satisfaction Questionnaire and Turnover Intention scale. Descriptive statistics was used to assess the prevalence of toxic leadership, job satisfaction and turnover and Pearson's correlation examined the relationships between the variables. Hayes' PROCESS macro approach of mediation was used to determine the effect of toxic leadership behaviour on the turnover intention on the possible influence of job satisfaction. RESULTS: The response rate for the study was 76.0%. Mean scores for turnover intentions and toxic leadership behaviour were 3.71 and 2.42 respectively. Nurses who work with toxic managers showed a higher propensity to leave their jobs. Job satisfaction acted as a mediator between the toxic leadership practices of managers and turnover intentions. The total effect of toxic leadership behaviour on turnover intention comprised its direct effect (ß = 0.238, SE = 0.017, 95% CI [0.205, 0.271]) and its indirect effect (ß = -0.020, SE = 0.017). CONCLUSIONS: Job satisfaction acted as a mediating factor for toxic leadership behaviour and nurses' turnover intentions. As part of nurse retention initiatives, avoiding toxic leadership behaviours will be the ultimate agenda. Nurse administrators should recognize the value of excellent leadership and develop a structured training programme through the use of evidence-based professional development plans for nurse managers.

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

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.

The relationship between toxic leadership and organizational performance: the mediating effect of nurses' silence.

AIMS: To assess toxic leadership and organizational performance among nurses of a University Hospital, and explore the mediating effect of nurses 'silence. BACKGROUND: Toxic Leadership behaviours are hurtful to feelings, leading to emotive fatigue and nurses silence within the legislative framework. In fact, it is very harmful to all organizations. However, little emphasis has been paid to research on the mediating mechanism and border factors of their connection. METHODS: A cross-sectional design was applied. Data was collected from 750 nurses over the course of three months. The researchers employed structured equation modeling [SEM] to investigate the role of nurses' silence in mediating the association between toxic leadership and organizational performance. RESULTS: The toxic leadership level and Organisational performance level were both high. In addition to, the nurses' silence level was moderate. The SEM revealed that toxic Leadership accounted for the prediction of 65% of the variance of nurses' silence and 87% of the variance of organizational performance. Also, nurses silence as a mediating factor accounted for 73% of the variance of organizational performance. CONCLUSIONS: This study emphasized on the importance of creating a work environment that encourages and promotes open communication, as well as eliminating toxic leadership behaviours from the organizational culture among nurses as it effects on the organizational performance.

Influence of nurses' perception of organizational climate and toxic leadership behaviors on intent to stay: A descriptive comparative study.

Background: Nursing managers and leaders must fight to retain nurses in hospitals by constructing an inviting organizational climate that is attractive to work in, not toxic. The organizational climate is primarily affected by employees' internal work environment and behavior. Hence, nursing managers and leaders must implement effective strategies to increase nurses intention to stay by address the organizational climate. Aim: This study was designed to assess nurses' perception of the effects of organizational climate and toxic leadership behaviors on their intention to stay and the differences in these domains between the two hospitals studied. Methods: A descriptive comparative design was used. Data were collected in 2022 from 250 nurses working in the two largest hospitals in Assiut, an Egyptian city south of Cairo, using three self-administered questionnaires: the organizational climate questionnaire (42 items categorized into nine domains), the toxic leadership scale (30 items categorized into five domains), and the Chinese version of the intent-to-stay scale. Results: Most nurses reported their intention to stay as "normal." The nurse participants perceived that a positive organizational climate was not present, but toxic leadership was at a low level (13.6% and 25.6%, respectively). The model of regression analysis was significant, showing that the organizational climate represented by supportive systems impacted nurses' intention to stay in the hospitals under study. Meanwhile, toxic leadership behaviors, represented by authoritarian leadership, unpredictability in the university hospital, and self-promotion in the insurance hospital, affected nurses' intention to stay. Conclusion: Positive organizational climate played a significant role in retaining nurses through investing in incentives and providing supportive systems. Authoritarian leadership, unpredictability, and the self-promotion of leaders' behaviors impacted the nurses and the climate negatively. Hence, we recommend investing in potential strategies to improve the nurses' intention to stay through performance standards, increased pay and benefits, clear reward mechanisms, participation in decision making, and assessments of leaders' behaviors. Furthermore, decision and policy makers need to establish effective, supportive systems in hospitals to retain nurses. Hence, nursing managers and leaders must rethink how they can use their leadership skills and behavior in a positive manner to promote nurse retention. Study registration: Not registered.

Impact of Toxic Leadership on Employee Performance.

This research intends to shed additional light on the effects of toxic leadership on employee satisfaction, motivation, and performance. Such a study on toxic leadership is required since, to date, no research in Indonesia have sought to quantify the consequences of toxic leadership on organizational leaders. Using surveys and structural equation modeling, a quantitative strategy was adopted (SEM). The research sample amounted to 400 taken from 8 locations in Indonesia. Using Google Forms, questionnaires were distributed to 400 employees and analyzed using the Lisrel 8.5 program. The results show that toxic leadership has an effect on job satisfaction (p > 0.00), toxic leadership has an effect on work motivation (p > 0.00), toxic leadership has no effect on employee performance (p < 0.00), job satisfaction has an effect on work motivation (p > 0.00), job satisfaction has effect on employee performance (p > 0.00) work motivation has no effect on employee performance (p < 0.00). The consequences of the study findings for organizations range from the process of screening and selection of leaders to creating stress management and self-resilience training to help employees deal with their emotions in healthy ways and strengthen their defenses.

Toxic Leadership and Project Success: Underpinning the Role of Cronyism.

Project success is the backbone of competitiveness and sustainability. The study aims to examine the role of cronyism in the relationship between toxic leadership and project success while taking information technology projects as the study context. Cross-sectional data (n = 240) was collected through closed-ended survey questionnaires to record the responses of IT project employees. The structural equation modeling (SEM) technique was used for analyzing the collected data. Results revealed a negative relationship between toxic leadership and project success, while cronyism positively and significantly mediated the relationship and converted the negative relationship between TL and PS to a positive relationship.

Chinese nurses' perceptions on toxic leadership behaviours of nurse managers: A qualitative study.

AIM: The aim of this study is to explore the perceptions of Chinese registered nurses on toxic leadership behaviours of nurse managers and to determine its type, cause and response measures. BACKGROUND: The nurse manager is the front-line leader of the nurses who provide services directly to patients. Previous evidence suggests that toxic leadership behaviours of nurse managers do exist and it is necessary to understand the specifics of it. METHODS: We used phenomenological research methods to conduct semi-structured in-depth interviews among 12 nurses at a tertiary hospital in Wuhan over the period from January to March 2022. And the data were analysed using Colaizzi seven-step analysis method. RESULTS: Four themes were discovered: (a) nurses' perceptions of toxic leadership behaviours; (b) toxic leadership behaviours of nurse managers; (c) reasons for toxic leadership behaviours of nurse managers and (d) measures for toxic leadership behaviours of nurse managers. CONCLUSION: Chinese nurses are exposed to the toxic leadership of nurse managers for multiple reasons and respond differently. IMPLICATIONS FOR NURSING MANAGEMENT: This study helps nursing managers identify which behaviours are harmful to the nurse that require special attention in developing strategies to buffer against nurse managers' toxic leadership.

Toxic Leadership and Empowering Leadership: Relations with Work Motivation.

Purpose: The present study aims to verify the association between two opposing models of leadership, toxic and empowering, and the different dimensions of work motivation. Participants and Methods: Three questionnaires (Toxic Leadership Scale, Empowering Leadership Questionnaire, and Multidimensional Work Motivation Scale) were applied to 408 workers. Cluster analysis was performed. Results: Cluster analysis produced eight clusters based on the different configurations of leadership dimensions, namely coercive, centralizer, false paternalistic, toxic role model, coach, narcissistic-empowering, toxic, and empowering. Those clusters relate differently to work motivation dimensions. Conclusion: The profiles with higher scores in empowering leadership dimensions are more generally related to autonomous regulation (identified and intrinsic work motivation). The profiles with higher toxic leadership dimensions are more related to amotivation and controlled regulation (extrinsic work motivation). One profile stood out: the narcissistic-empowering profile that combines high scores in narcissistic leadership and empowering leadership dimensions. This profile unexpectedly relates significantly to autonomous regulation. This study contributed to the knowledge of the work motivation dimensions concerning empowerment and toxic leadership. Therefore, it contributes to deepening the nomological network of the concepts and providing inputs to human resource processes suitable to improving the organizational results and the workers' quality of life.

Toxic leadership behaviour of nurse managers on perceived job satisfaction and productivity of nursing workforce in sub-Saharan Ghana: A multi-centre cross-sectional study.

AIM: This study aimed at assessing the nature and effect of toxic leadership of nurse managers on the perceived job satisfaction and productivity of the nursing workforce. BACKGROUND: Nursing job outcomes such as job satisfaction and productivity are influenced by various factors in the nursing practice environment including leadership. Due to rising health care expenses and depleting material resources, the productivity of nurses that is expected to improve the efficiency of health care organizations is mostly low. Managers' toxic behaviour towards nurses affects their job satisfaction and subsequently low productivity. METHOD: A multi-centre, cross-sectional descriptive design was used. Validated tools were used to collect data from participants, and data were analysed using descriptive, correlation, and hierarchical linear regressions. RESULTS: Registered nurses appraised the leadership behaviour of nurse managers to be toxic, with most managers exhibiting narcissistic leadership behaviour. Though all the components of toxic leadership behaviour of manager and job satisfaction were associated with the perceived productivity of the nurses; only intemperate leadership behaviour of the managers (ß = -.301, p < .005), and job satisfaction (ß = .296, p < .001) significantly predicted perceived productivity among nurses (R2 = .238, F(7, 922) = 41.088, p < .001). CONCLUSION: Nurse managers' leadership behaviours were toxic. Nurses' job satisfaction and all components of managers' toxic leadership behaviour influenced productivity. IMPLICATIONS FOR NURSING MANAGEMENT: There should be a policy developed to guide the creation and maintenance of efficient nursing leadership to enhance job satisfaction and productivity among nurses.

The moderating role of intrinsic motivation on the relationship between toxic leadership and emotional exhaustion.

Dysfunctional and destructive leadership behaviors have begun to be seen frequently in today's business world. Likewise, toxic leadership, with incompetent supervision elements results with negative outputs for organizations and heavily for the employees. Employees may experience long-term stress in the work environment and develop emotional exhaustion, resulting in mental breakdown. Hence, this study aims to reveal the effects of toxic leadership on emotional exhaustion within the healthcare industry as a first step. Moreover, we also attempt to reveal the contingency of intrinsic motivation to lessen the reflections of toxic leadership on emotional exhaustion as a second step. Using PLS-SEM, we find that toxic leadership is positively associated with emotional exhaustion. Furthermore, our findings provide empirical evidence supporting the moderator role of intrinsic motivation on the relationship between toxic leadership and emotional exhaustion.