Search Results (13)

While innovative behavior is essential for organizational success, recent studies have highlighted its potential dark side, namely triggering envy and ostracism among coworkers. However, we propose that these negative outcomes are contingent on the organizational context, particularly on the frequency of supervisor interactions. Using multi-wave data from 392 South Korean employees, we demonstrate that the frequency of supervisor interaction fundamentally alters the social impact of innovative behavior. Our findings reveal a striking pattern: When frequency of supervisor interaction is low, innovative behavior indeed triggers the predicted dark side—increasing ostracism through heightened envy. However, when frequency of supervisor interaction is high, this relationship reverses—innovative behavior reduces ostracism by suppressing envy. This moderated mediation effect suggests that the dark side of innovation is not inherent but context-depenent. We theorize that high-frequency supervisor interaction transforms innovative behavior from a competitive threat to a collective asset. These findings challenge deterministic views of creativity’s social costs and highlight the critical role of leadership in shaping how innovation is interpreted and responded to within organizations. Full article

In today’s rapidly evolving organizations, talent management plays a critical role in driving sustainable growth. Talents, particularly those exhibiting leadership potential, are often seen as essential assets for organizational development. However, the presence of high employee’s leadership potential can also generate adverse emotional reactions from leaders, potentially leading to behaviors such as leader jealousy and leader ostracism. This study investigates the dark side of employee’s leadership potential by examining the mechanisms through which employee’s leadership potential influences leader ostracism, with leader jealousy acting as a mediator. Drawing on social comparison theory, we propose a theoretical model that includes organizational competitive climate and leader’s core self-evaluation as moderating factors. Using a three-wave survey of 672 leaders in the Chinese construction industry, hierarchical regression analysis was employed to test the hypotheses. The results show that employee’s leadership potential significantly increases both leader jealousy and leader ostracism, with leader jealousy serving as a mediator. Moreover, a high organizational competitive climate strengthens the relationship between employee’s leadership potential and leader jealousy, thereby enhancing the entire mediated effect. In contrast, high leader core self-evaluation weakens the relationship between employee’s leadership potential and leader jealousy, reducing the likelihood of leader ostracism and attenuating the mediated effect. This study provides both theoretical contributions and practical insights for organizations seeking to manage high-leadership potential employees while minimizing the risk of negative leadership behaviors. Full article

This study combines a structural and functional perspective on distributed leadership to disentangle its beneficial and detrimental effects on job satisfaction and work performance. Specifically, we explore the interaction between structural (SDL) and functional distributed leadership (FDL) on leadership support, organizational identification, and empowerment. This study also tests the mediating role of leadership support, organizational identification and empowerment as mechanisms that explain the association between distributed leadership and work-related outcomes in teachers. We used a multilevel mediation analysis to test the overall model in a sample of 2632 teachers embedded in 203 Romanian schools. The results replicate previous findings regarding the negative association between SDL and empowerment and identification and show that FDL has an overall positive association with leadership support, identification, and empowerment, as well as with job satisfaction and work performance reported by teachers. SDL had a negative indirect association with job satisfaction mediated by leadership support and with work performance mediated by organizational identification. The association between FDL and job satisfaction was significantly mediated by leadership support, identification, and empowerment within schools. Finally, the association between FDL and work performance was significantly mediated by organizational identification within as well as between schools. Full article

This article aims to investigate the impact of toxic leadership (TL) on counterproductive work behavior (CWB) with the mediating roles of organizational cynicism (OC) and organizational injustice (OIJ), using 392 questionnaires collected from employees working in the Egyptian higher education sector. The data are examined using AMOS 25 for structural equation model (SEM) analysis. The results show that toxic leadership positively affects CWBs, organizational cynicism, and organizational injustice. Furthermore, organizational cynicism positively affects CWBs, and organizational injustice significantly affects CWBs. Finally, organizational cynicism and injustice partially mediate the relationship between toxic leadership and CWBs. This study adds novelty to the literature by exploring the influence of toxic leadership on CWBs, OC, and OIJ in Egypt’s higher education sector. As a result, addressing the prevalence of toxic leadership and its ripple effects is essential for fostering sustainable organizational cultures. Sustainable work environments prioritize fairness, employee well-being, and positive leadership practices, reducing counterproductive behaviors. Finally, this article reviews the limitations but also assesses the substantial contributions to theory and practice made by the paper. Full article

While considerable attention has been devoted to positive leadership patterns in the realm of project management, the dark side of leadership has rarely been studied within project teams. To address this gap, we focus on abusive supervision in project teams and develop a team-level moderated mediation model to examine whether, how, and when abusive supervision influences project outcomes by drawing from the Proactive Motivation Theory. Survey data were collected from 132 project teams containing 132 project managers and 392 project members using a multi-source time-lagged survey design. Our findings reveal significant negative relationships between abusive supervision and both project performance and project team creativity. Furthermore, we found that a team’s proactive behavior plays a mediating role in these relationships. More importantly, our study identifies that team building mitigates the direct negative impact of abusive supervision on proactive behavior and the indirect effects of abusive supervision on project performance and project team creativity. These findings provide valuable theoretical and managerial implications for abusive supervision and project management scholars and practitioners. Full article

University systems are increasingly facing the consequences of the dark side of leadership. The dark side of leadership in educational organisations is a worldwide phenomenon affecting universities, academies, and college campuses. To respond to this, this paper explores the potential of community practice as an approach to respond to the dark side of leadership in the university system. The paper is a conceptual argument and derives knowledge from argumentative and logical reasoning, located within an interpretive worldview and analysed using conceptual analysis as a tool to make sense of the arguments. The paper argues that shared commonality, collective problem solving, mutual participation, and social interactions are dimensions of remedy that can ameliorate the dark side of leadership. Based on this argument, the paper concludes that effective dimensions of remedy that could ameliorate the dark side of leadership in university contexts are shared commonality, collective problem solving, mutual participation, and social interactions, with a recommendation that they must be incorporated in university leadership dispositions. Full article

The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. Full article

In the course of the digitalisation of work, the phenomenon of technostress is increasingly being examined. While there is a plethora of research on its causes and consequences, a growing body of research on mitigating work-related technostress is emerging. In order to identify opportunities to overcome this “dark side” of technology, this scoping review aims to provide a comprehensive overview of the current state of research on how to prevent and cope with work-related technostress. The databases PubMed, MEDLINE, PsycInfo, PSYNDEX, and Web of Science were searched in the time period between 2008 and 2021. The studies were screened independently by two authors and selected based on predefined inclusion and exclusion criteria. Sixty-two studies were included and their methodological quality was assessed using standardised checklists. Resources were identified at the technical, organisational, social and personal level, including, e.g., leadership, organisational and technical support as well as self-efficacy and IT mindfulness. Problem- and emotion-focused coping strategies were, e.g., seeking support or distancing from IT. None of the included studies investigated prevention measures, emphasising a dearth of research that needs to be addressed in the future. Nevertheless, the identified resources and coping strategies provide starting points to address adverse work- and health-related consequences and reduce work-related technostress. Full article

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. Full article

The main goal of this study was to develop a scale for measuring Disengaging Leader-ship (DEL) behaviors and to provide preliminary evidence for the validity of this new instrument. Developing such new measures is needed given current concepts that tap into negative leadership behaviors are rarely based on a sound theoretical framework. Drawing on the core premises of Self-Determination Theory (SDT) regarding employees’ basic needs and, more specifically, building on its more recent extended framework, including employees’ needs frustration, we derived four dimensions that constitute Disengaging Leadership behaviors (coercive disengaging leadership, isolating disengaging leadership, eroding disengaging leadership, and demotivating disengaging leadership). To examine the factor structure and psychometric properties of the new Disengaging Leadership Scale (DLS), Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), and reliability analyses were conducted. Results supported the hypothesized four-factor structure of the DLS and showed that this factorial structure remained invariant across employees occupying blue-collar, white-collar, or managerial positions. Finally, we successfully tested convergent, divergent, and construct validity of DLS. We established that DEL is associated with employees’ needs frustration and with their experiences of emotional exhaustion. It is concluded that the DLS has sound psychometric properties and can be used in future research on the dark side of leadership. Full article

Although prior research has emphasized the disproportional contributions to organizations of charismatic leadership, an emerging line of research has started to examine the potentially negative consequences. In this paper, a theoretical framework was proposed for a study of unethical pro-organization behavior through psychological safety based on social information processing theory, which reveals the detrimental effect that charismatic leadership can have on workplace behavior. To explore this negative possibility, a time-lagged research design was applied for the hypotheses to be verified using 214 pieces of data collected from a service company in China. According to the results, unethical pro-organizational behavior was indirectly influenced by charismatic leadership through psychological safety. Moreover, when employees experienced high performance pressure, charismatic leadership was positively associated with unethical pro-organizational behavior through psychological safety. The implications of these findings were analyzed from the perspectives of charismatic leadership theory and organizational ethical activities to alter the unethical pro-organizational behavior. Full article

Supervisory leadership has occupied an important place in management literature in identifying the supervisory behaviors that are associated with positive outcomes. However, researchers also have turned their attention to the dark side of supervisory behavior, such as abusive supervision. This study investigates the role of coworker support and self-efficacy in the relationship between abusive supervision and the subordinate’s task performance. Data are collected from 192 supervisor–subordinate pairs in the South Korean Army. As hypothesized, when subordinates receive higher levels of coworker support or have higher self-efficacy, abusive supervision is less negatively related to task performance. The implications of the study and directions for future research are discussed. Full article

Recently, research on the leadership potential of employees has gradually attracted the attention of scholars. However, further exploration is required to better understand the upward influence of employee’s leadership potential on their leaders. This study examined the mechanisms behind the impact of employee’s leadership potential on leadership ostracism behavior. Moreover, the mediating role of leader’s envy and the moderating role of employee’s political skills in the relationship between employee’s leadership potential and leadership ostracism behavior were investigated. The results of an empirical analysis of 221 employee–leader pairs, studied over multiple periods, are as follows: employee’s leadership potential had a significant positive impact on leader’s envy and leadership ostracism behavior; leader’s envy had a significant positive impact on leadership ostracism behavior; and leader’s envy mediated the relationship between leadership potential and leadership ostracism behavior. In addition, employee’s political skills negatively moderated the indirect effect of leadership potential on leadership ostracism behavior through leader’s envy. The leadership potential of employees with more political skills appeared to have less influence on organizational ostracism via leader’s envy. This study explored the “dark-side” of employee’s leadership potential by understanding its impact on their leaders; the findings have theoretical and practical significance for companies. Full article