Determinants of Proactive Work Behavior of Employees During the COVID-19 Crisis

As a result of the COVID-19 pandemic, organizations have been forced to use social media and digital applications to carry out routine tasks. This posed several complications and challenges that hindered harmonic interaction between managers and their subordinates. This study investigates the indirect association between toxic leadership and proactive work behavior via psychological safety (PYS). We also investigate the role of perceived insider status (PIS) as a moderator in the association between toxic leadership and PYS as well as the indirect connection between toxic leadership and proactive work behavior. The work is based on the timelag results of 282 supervisor-employee dyads from different small and mid-sized information technology (IT) firms. The results show that toxic leadership has a significant impact on employee PSY and proactive work behavior as well as revealing that PIS substantially mitigated the negative effects of toxic leadership on employee PYS. Similarly, PIS influences the mediating role of PYS in the association between toxic leadership and proactive work behavior of employees. This research is helpful for academics and practitioners involved in human-resource practices in the IT industry.

MEDIATING EFFECTS OF EMPLOYEE COMMITMENT IN RELATIONSHIP BETWEEN TOXIC LEADERSHIP AND EMPLOYEES’ PERFORMANCE

Purpose of Study: The study aimed to examine the mediating effects of employee commitment in the relationship between toxic leadership and employee performance in the context of the banking sector, KP, Pakistan. The study is expected to provide significant information to existing knowledge databases about the toxic leaders, organizational commitment, and employees’ performance. Methodology of Study: The cross-sectional design was used to conduct the study by using a 5-point Likert scale through the questionnaire to collect primary data from the high-level managers of selected commercial banks located south region of KP, Pakistan. The sample of 234 employees of both public/private sector banks was taken randomly as the sample. To compute sample, Yamane (1967) formula for selecting sample from finite population: n=population (566), level of significance, e = 0.05 & n=sample size, sample size (n) = N/1+Ne2 = 566/1+566(0.05), 2 = 234. Main Findings: The results of the study revealed that the significant and positive association among the research variables, the significant impact of the predictors on the criterion variable, and the significant partial mediating role of the employee commitment in the relationship between the toxic leadership and employees’ performance. Applications of Study: The current study focuses on examining the role of toxic leadership on employee performance with mediating effect of employee commitment within the banking sector of KP, Pakistan. This study's significance lies in the banking sector, desiring to acquire sustainable competitive advantage through increased employee performance and employee commitment. Novelty/Originality of Study: The expectation that organizational commitment can improve the relationship between toxic leadership and employee performance is missed to a certain extent in the educational context that is expected to offer a new contribution to an existing database of research.

Silent Killers! - Toxic Leaders?

To counter the continuing high rate of executive failures this paper suggests a more forensic approach be adopted in the appointment of executives. It advocates Corporate Boards together with top and senior management consider the use of psychometric profiling - combined with regular monitoring of an executive’s ‘behaviour-in-context’ following their appointment - to guard against the emergence of toxic leadership behaviours. Derived from executive coaching experiences, and research, this paper highlights differing examples of dysfunctional and toxic leadership. The term ‘Covid-Tox is introduced to describe the pervasive virus-like presence of dysfunctional, destructive, counter-productive and fraudulent behaviour in the workplace and suggests ways through which such behaviour may be countered. Findings Its main findings are that that an assessment of the leader’s performance should be based on their ‘behaviour-in-context’ and involve regular post-appointment monitoring as a defence against the emergence of toxic leadership.

The Degree of Practicing Toxic Leadership by School Principals and its Relationship to the Level of Psychological Well-being out of Teachers Perspective in public schools

The study aimed to show the degree of school leaders’ practicing of toxic leadership, the level of psychological well-being, and the relationship between the two variables from the teachers’ point of view in public schools in Riyadh; as they represent the study population. A random sample of (252) male and female teachers was selected. The two researchers designed a questionnaire as study tool consisting of two aspects: First: (toxic practicing); In three fields, the second (psychological well-being); In six fields. The results showed that the degree to which school leaders practice toxic leadership is (low), and that the level of psychological well-being is (high)