The effect of destructive leadership on deviant behaviors in the workplace and the tendency to leave the service through the mediating variables of organizational bullying and organizational silence

Abbas Ghaedamini Harouni ¹ ( Ph.D. Student, Cultural Managementof Facuty Management. South Tehran Branch, Islamic Azad University, Tehran ,Iran )
Mehrdad Sadeghi de cheshmeh ² ( Assistant Professor of Facuty Management Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran E- mail: [e-mail] )
Samaneh keldani ³ ( MSc. Assistant Cultural Managementof of Facuty Humanities Sciences Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran )
Ghulam Reza Maleki Farsani ⁴ ( PhD in Cultural Management, , lecturer at the Comprehensive University of Applied Sciences of Harand Center )

Submited date : 2021-11-20 Accepted date : 2022-02-08

Keywords: Organizational silence, organizational bullying, deviant behaviors in the workplace, destructive leadership, tendency to leave,

Abstract :

The aim of this study was to investigate the effect of destructive leadership on deviant behaviors in the workplace and the tendency to leave the service through the mediating variables of organizational bullying and organizational silence in Islamic Azad University, Isfahan Branch (Khorasgan). The present study is applied in terms of purpose and in terms of how to collect descriptive correlational information. The statistical population of the present study was 660 employees of the Islamic Azad University of Isfahan (Khorasgan). The research tools were the standard questionnaire of organizational bullying of Inerson et al. (2009) and the standard questionnaire of deviant behaviors in the workplace of Bennett and Robinson (2000) and the standard questionnaire of organizational silence of Wakula and Brados (2005). The standard questionnaire of destructive leadership was Golparvar (2014) and the tendency to leave the service of Kim et al. (2007). Factors were examined and validity was confirmed after the necessary terms. On the other hand, the reliability of the questionnaires by Cronbach's alpha method were (0.86), (0.93), (0.84), (0.94), respectively. ) And (0.92) were estimated. Data analysis was performed at the inferential level, including structural equation modeling. The results showed that destructive leadership had a significant impact factor of 0.77 on organizational bullying and organizational bullying on deviant behaviors in the workplace with an impact factor of 0.88 and an impact factor of 0.66 on the tendency to leave the service significantly and also destructive leadership on silence. Organizational with a significant impact factor of 0.55, and organizational silence on deviant behaviors in the workplace with an impact factor of 0.66 and on the tendency to leave the service is also significant with an impact factor of 0.66. The results show the mediating effect of organizational bullying and organizational silence. That the coefficients of influence are significant in all cases.

References:

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