The Effect of Toxic Leadership on Organizational Indifference with Mediating Role of Organizational Laziness (Case Study: Elementary School teachers of Sarbaz city)
Subject Areas : Educational
Morteza Kuhi
1
(
Educational administration, Department of educational administration and planning, University of Sistan and Baluchestan, Faculty Education and Psychology, Zahedan, Iran.
)
naser nastiezaie
2
(
Associate Professor of educational administration, Department of education, Faculty Education and Psychology, University of Sistan and Baluchestan, Zahedan, Iran.
)
Keywords: toxic leadership, organizational indifference, organizational laziness, elementary teachers, elementary school teachers,
Abstract :
The purpose of this study was to investigate the effect of toxic leadership on organizational indifference with mediating role of organizational laziness. This study was an applied and correlation research method based on structural equation modeling. The study population was all elementary school teachers in Sarbaz city in the academic year of 2018-19 (N=377). 191 elementary school teachers of Sarbaz city were studied by stratified random sampling method. To collect information, three questionnaires were used: Toxic Leadership (Schmitt, 2008), Organizational Indifference (Danaee Fard, Hasanzadeh & Eslamiyeh, 2011) and Organizational Laziness (Ghafariniya & Rostami, 2017). For data analysis structural equation modeling were used by SPSS and Lisrel software. Based on results the direct effect of toxic leadership on organizational indifference (β=0.34, t=4.51), direct effect of toxic leadership on organizational laziness (β=0.64, t=6.07) and direct effect of organizational laziness on organizational indifference (β=0.55, t=5.83) was significant (p<0.01). The indirect effect of toxic leadership on organizational indifference was also significant with the mediator role of organizational laziness (β=0.352, t=4.73, p<0.01). Therefore, it can be concluded that toxic leadership has a positive and significant relationship, directly and indirectly, through the organizational laziness mediation variable with the organizational indifference.
Abolfazli, A., Yousefi Saidabadi, R., & Fallah, V. (2016). An analytical study on indifference management in educational system of Iran: reflection on expert’s opinions Faculty of Business Economics and Entrepreneurship. International Review, 1(2), 22–37.
Akuzum, C. (2014). Knowledge inertia and organizational learning as the explanation of organizational performance. Educational Research and Reviews, 9(21), 1143–1155.
Arjmandniya, A. A. (2009). A reflection on the phenomenon of social laziness. Research Letter, 4(48), 37-54. [Persian]
Bibi, Z., Karim, J., & Ud Din, S. (2013). Workplace incivility and counterproductive work behavior: Moderating role of emotional intelligence. Pakistan Journal of Psychological Research, 28(2), 317–334.
Bradley, P., & Charbonneau, D. (2004). Transformational leadership: Something new, something old. Canadian Military Journal, 5(1), 7–14.
Byrd, D. (2008). The tripping point in leadership: overcoming organizational apathy.Texas, slight Edge Publishing.
Clegg, S., & Bailey, J. (2008). International Encyclopaedia of Organization Studies, Sage Publications, Inc., Thousand Oaks.
Crellin P. (2013). From injustice to destructive leadership: Follower attitudes and the creation of destruction. Third Degree, 1(1), 42–48.
Damghanian, H., Musavidavoodi, S. M., & Fartash, K. (2015). Investigating the Relationship between Organization Justice and Social Loafing: Case Study. Organizational Culture Management, 13(1), 115-133. [Persian]
Danaee Fard, H., Salarieh, N., & Noruzi, M. R. (2011). Exploring organizational indifference: Creating and validating a measure. African Journal of Business Management, 5(31), 12381–12391.
Di Genio, J. (2002). The toxic boss. The Armed Forces Comptroller, 47(1), 14–19.
Fazaeli, A. (2013). The global position of Islamic Iran in terms of social laziness Review of reports and researches related to social laziness in Iran. Strategy for Culture, 16(2), 57-77. [Persian]
Ferris, D. L., Spence, J. R., Brown, D. J., & Heller, D. (2012). Interpersonal injustice and workplace deviance: The role of esteem threat. Journal of Management, 38(6), 1788–1811.
Frost, P. J. (2004). Handling Toxic Emotions: New Challenges for Leaders and their Organization. Organizational Dynamics, 33(2), 111–127.
Ghaffari, R., & Rostamniya, Y. (2017). Organizational Social Inertia and laziness; Dysfunctions of the bureaucratic Organizational culture. Journal of Public Administration, 9(2), 307-332. [Persian]
Heppell, T. (2011). Toxic leadership: Applying the Lipman-Blumen model to political leadership. Representation, 47(3), 241–249.
Hesari, M. (2013). The role of managers in correcting the behavior of indifferent employees of the organization using the game theory approach. Journal of Operational Research and Its Applications, 10(2), 51-59. [Persian]
Hoseynian, N., Yarigholi, B., & Yarmohammadzadeh, P. (2018).Mediating role of Organizational Ethical Climate in the relationship between Organizational justice, Organizational silence and Indifference. Managing Education in Organizations, 7(1), 103-133. [Persian]
Keefe, L. (2006). Overcome organizational indifference. Nonprofit world, 24(14), 14–15.
Keshavarz Hagigi, M. (2013). Organizational Indifference Model in a Bank System (Case Study: A Private Bank). Journal of Research in Human Resources Management, 4(2), 183-202. [Persian]
Khalili, K. (2018). Effect of Toxic Leadership on Social Loafing with Mediating Role of Employee' Soldiering (Case: Ilam Petrochemical Company). Strategic studies in the oil and energy industry, 9(36), 137-158. [Persian]
Leander, P. N. (2009). Losing the will: Automatic reactions to the indifference perceived in others. Unpublished master’s Thesis, Duke University.
Leet, E. (2011). The impact toxic or severe dysfunctional leadership has on the effectiveness of an organisation. Murdoch University, Murdoch.
Lipman-Blumen, J. (2005). Toxic leadership: When grand illusions masquerade as noble visions. Leader to Leader, 36(2005), 29–36.
Ludeman, K., & Erlandson, E. (2004). Coaching the alpha male. Harvard Business Review, 82(5), 58–67.
Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. V. (2012). A Trickle-Down Model of Abusive Supervision. Personnel Psychology, 65(2), 325–357.
Mehta, S., & Maheshwari, G. (2014). Toxic leadership: Tracing the destructive trail, Journal Impact Factor, 5(10), 18–24.
Mohamad Yari, Z., Sepahvand, R., Vahdati, H., & Moosavi, S. N. D. (2018). Evaluating the Maturity of Human Resource Management Processes Based on Philips Model. Journal of Research in Human Resources Management, 10(1), 51-76. [Persian]
Mohammad Hosseinpour, F., Eskandari, H., & Abbaspour, A. (2013). Investigating the relationship between organizational citizenship behavior and employees' social laziness. Career and Organizational Counseling, (19), 24-38. [Persian]
Mousavi Mashhadi, F. (2014). Investigating the relationship between leadership style and organizational indifference in educational schools of Mashhad city. Master's thesis, Ferdowsi University of Mashhad. [Persian]
Nasiri, M., Saedi, A., Nargesiyan, J., & Abdoli, M. R. (2017). The Study of Organizational Commitment and its Relationship with Organizational Indifference. Public Administration Perspective, 8(2), 118-135. [Persian]
Nasr Esfahani, A., Ghorbani, O., Amiri, Z., & Farokhi, M. (2013). Identifying and ranking the effective factor on the organizational indifference through Fuzzy Analytical Hierarchy Process (FAHP) (Damavand Municipality as a Case Study). International Journal of Academic Research in Business and Social Sciences, 3(6), 64–77.
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176–194.
Pelletier, K. L. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership, 6(4), 373–389.
Piezon, S. L., & Ferree, W. D. (2008).Perceptions of Social Loafing in Online Learning Groups: A Study of Public University and US Naval War College Students. The International Review of Research in Open and Distance Learning, 9(2):65–74.
Reed, G. E. (2004). Toxic leadership. Military Review, 84(4), 67–71.
Ridings, C., Gefen, D., & Arinze, B. (2006). Psychological barriers: Lurker and postermotivation and behavior in online communities. Communications of AIS, 18(16), 329–354.
Roter, A. (2011). The Lived Experiences of Registered Nurses Exposed to Toxic Leadership Behaviors. A Dissertation Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy, Capella University, Minneapolis.
Sayyed Javadin, S. R., Gholipor, A., Jan Alizadeh Shavaki, M. (2015). Identification Effect of Toxic Leadership Style in Organization on the Consequences of Human Resource Management. Human Resource Management Researches, 6(4), 109-127. [Persian]
Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A metaanalysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138–158.
Sepahvand, R., & Mohammadyari, Z. (2015). Identify the mentality of people towards the organizational laziness in Ilam government agencies. Organizational Behaviour Studies Quarterly, 4(3), 1-30. [Persian]
Shahrezaei, M. (2014). Examining laziness in organizations. Bimonthly Payam Darya, 52 (222), 12-21. [Persian]
Shiria, A., Azizian Pourm, M., & Rostami, K. R. (2013). Relationship between Moral-Islamic Merit and Dimensions of Organizational Indifference, Irainian Journal of Culture in the Islamic University, 3(1), 3-18. [Persian]
Simms, A., & Nichols, A. (2014). Social Loafing: A Review of the Literature. Journal of Management Policy and Practice, 15(1), 58–67.
Steel, P. (2010). Arousal, avoidant and decisional procrastinators: Do they exist?. Personality and Individual Differences, 48(8), 926–934.
Steele, J. P. (2011). Antecedents and consequences of toxic leadership in the US Army: A two year review and recommended solutions, DTIC Document.
Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C., & Hua, W. (2009). Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis. Organizational Behavior and Human Decision Processes, 109(2), 156–167.
Torkzadeh, J., Salimi, G., & Sangi, F. (2016). Reduction of Organizational Indifference in Light of Development of Enabling Organizational Structure. Management Research in Iran, 20(3), 53-82. [Persian]
Vincent, K. (2013). The Pursuit of Laziness: An Idle Interpretation of the Enlightenment. The European Legacy: Toward New Paradigms, 18(4), 531–532.
Whicker, M. L. (1996). Toxic leaders: When organizations go bad. Westport. Quorum Books.
Willemsen, M. C., & Keren, G. (2009). The meaning of indifference in choice behavior: asymmetries in adjustments embodied in matching. Organizational Behavior and Human Decision Processes, 10(4), 42–59.
Williams, D. F. (2005). Toxic leadership in the U.S. Army. USA: Strategic Research Project Carlisle Barracks, US Army War College.
Williams, K. D., & Karau, S. J. (1991). Social loafing and social Compensation: The effects of expectations of co worker performance. Journal of Personality and Social Psychology, 61(4), 570–581.
Yen, T. Q., Tian, Y., & Sankoh, F. P. (2013). The impact of prevalent destructive leadership behaviors on subordinate employees in a firm. American Journal of Industrial and Business Management, 3(7), 595–600.
Zare, F., & Sepahvand, R. (2016). Examination of the role of toxic leadership style on organizational trauma by considering the role of mediator of organizational silence. Journal of New Approaches in Educational Administration, 10(37), 189-216. [Persian]
Zhou, Z. E., Meier, L. L., & Spector, P. E. (2014). The role of personality and job stressors in predicting counterproductive work behavior: A three-way interaction. International Journal of Selection and Assessment, 22(3), 286–296.
Ziapour, A., Zokaei, A., & HaydarPour, B. (2015). Association between Personal ity Traits and Social Laziness (Case Study: Staff of Kermanshah University of Medical Sciences in 2014. Technical Journal of Engineering and Applied Sciences, 5(1), 49–54.