Toxic Leadership: Systematic Review Based on Studies Made in Turkey

Zihniye Okray () and Anjelika Hüseyinzade Şimşek ()
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Zihniye Okray: Faculty of Science and Literature, Psychology Department, Lefke, Cyprus., European University of Lefke, Lefke, Cyprus
Anjelika Hüseyinzade Şimşek: Faculty of Science and Literature, Psychology Department, Mersin, Turkey., Çağ Üniversitesi, Istanbul, Turkey

Istanbul Management Journal, 2019, vol. 0, issue 89, 73-96

Abstract: The aim of this paper was to investigate the Turkish literature on Toxic Leadership over the period of 2000-2019. 26 studies on Toxic Leadership were obtained and 21 studies were evaluated in accordance with the inclusion criteria. All publications were examined under four main headings. These; destructive leadership, abusive leadership, toxic leadership and measurement tools for destructive, toxic and abusive leadership. In the studies conducted on toxic leadership, most important variables, the measurement tools used, and the organizational factors related to toxic leadership are categorized according to the concepts and sample groups. As a result, toxic leadership perception decrease occupational burnout, negative emotional state, loafing behavior, intention and tendency to leave the workplace, job stress, need for the leader; and increase organizational trust, organizational commitment, job satisfaction, personal sense of accomplishment and job commitment. Female employees, single employees, employees who have less than 10 years of working experience, and private sector employees have a higher perception of toxic leadership. In Turkey, as in the world toxic leadership of the organization perceived as a significant negative factor. Scientific evidence on the importance and dimensions of this problem has been attained through the censoring of the studies on the subject.

Keywords: Destructive Leadership; Abusive Leadership; Toxic Leadership; Organizational Behavior; Systematic Review (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:ist:ibsimj:v:0:y:2020:i:89:p:73-96

DOI: 10.26650/imj.2020.89.0004

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