Search Results (3)

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

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

Purpose: This empirical study aims to determine the effects of a toxic workplace environment, which can negatively impact the job productivity of an employee. Methodology: Three hundred questionnaires were randomly distributed among the staff members of seven private universities in Pakistan with a final response rate of 89%. For analysis purposes, AMOS 22 was used to study the direct and indirect effects of the toxic workplace environment on job productivity. Confirmatory Factor Analysis (CFA) was conducted to ensure the convergent and discriminant validity of the factors, while the Hayes mediation approach was used to verify the mediating role of job burnout between the four dimensions of toxic workplace environment and job productivity. A toxic workplace with multiple dimensions, such as workplace ostracism, workplace incivility, workplace harassment, and workplace bullying, was used in this study. Findings: By using the multiple statistical tools and techniques, it has been proven that ostracism, incivility, harassment, and bullying have direct negative significant effects on job productivity, while job burnout was shown to be a statistical significant mediator between the dimensions of a toxic workplace environment and job productivity. Finally, we concluded that organizations need to eradicate the factors of toxic workplace environments to ensure their prosperity and success. Practical Implications: This study encourages managers, leaders, and top management to adopt appropriate policies for enhancing employees’ productivity. Limitations: This study was conducted by using a cross-sectional research design. Future research aims to expand the study by using a longitudinal research design. Full article