Decision on Manuscript: The Effect of Toxic Leadership in Indonesian Public Organizations

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The results showed that the effect of toxic leadership on employees' CWB was mediated by the role of turnover intention. The effect of toxic leadership on turnover intention and counterproductive work behavior in Indonesia.

The effect of toxic leadership on turnover intention and counterproductive work behaviour in Indonesia public

Effect of toxic leadership

This study highlighted the effect of toxic leadership on CWB in public service organizations using psychological contract theory and a power distance perspective.

Introduction

Some researchers have proposed that traditional concepts of leadership (eg transformational leadership and transactional leadership) have not fully explained the complex process of leadership within public organizations (Ospina, 2017; Van Wart, 2003). Thus, this study raised a question about how the toxic behaviors of managers influence employees' intention to leave and ultimately cause counterproductive employee work behaviors in public sectors.

Literature review and hypotheses

Toxic leadership positively influences employee turnover intention (hypothesis 1a) and CWB (hypothesis 1b) in public service organizations. In the first alternative model, toxic leadership and turnover intention were combined as a single factor. The results showed that employees' turnover intention partially mediated the effect of toxic leadership on employees' CWB.

This study illustrated how toxic leadership increased negative behaviors such as employee turnover and CWB in Indonesia.

Conclusion

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Queries and Answers

Question: Reference “Reed and Bullis, 2014” is cited in the text, but not listed in the reference list. Check that the suggested quotes are in the right place and correct if necessary. Q: Please note that references not cited in the text have been moved to the 'Further Reading' section.

Introduction, Literature Review and Hypotheses, Results and Discussion and Conclusion are the main headings in this article.

1THE EFFECT OF TOXIC LEADERSHIP ON TURNOVER INTENTION AND

COUNTERPRODUCTIVE WORK BEHAVIOUR IN INDONESIA PUBLIC ORGANISATIONS: THE ROLE OF TURNOVER INTENTION

Originality – This study has highlighted a mechanism of the effect of toxic leadership on CWB in public service organisations by employing a psychological contract theory and a

Keywords: toxic leadership, turnover intention, counterproductive work behaviours, psychological contract, and public organisation

2INTRODUCTION

These researchers have used many terms to describe the destructive behaviors of a leader such as abusive supervision or abusive supervisory behaviors (Tepper, 2000) (Tepper et al., 2017), toxic leadership (Pelletier, 2010), supervisor instability (Johnson & Ind 2001, 2001, Johnson, 2001). ), and the dark side of leadership (Mathieu et al., 2014). Unlike other forms of destructive and dysfunctional leadership, toxic leadership appears to be more comprehensive in terms of the type of behaviors and its destructive effects (MacLennan, 2017; Mehta & Maheshwari, 2013; Singh et al., 2017; Yi Chua et al., 2015). Unlike positive leader behaviors (e.g., charismatic leadership), toxic leader behaviors are contagious and their negative effects can cascade and affect the entire leadership process (Jiang & Gu, 2016; Wo et al. , 2019).

However, in many public organizations, this behavior is less accepted and can worsen social interactions between leader and follower, which could have detrimental consequences for employees' well-being, attitudes and performance (Bansal & Malhotra, 2018; Gabriel, 2016; Vogel et al. al., 2016; Zaabi et al., 2018).

4toxic behaviours could harm employees' well-being and increase employee dissatisfaction

These expectations cause some variation in how leadership affects employee attitudes in public vs. private organizations. Constructive leadership styles such as authentic leadership can have a stronger impact on employees' attitudes in private sectors than in their public counterparts. However, evidence is still scarce on how toxic leadership affects employees' intention to quit and counterproductive behavior in Indonesia. In a recent study in a public organization, Niswaty et al. 2021) found that constructive leadership still significantly influenced employees' psychological well-being and attitude.

Considering how Indonesian public organizations expect leadership and how toxic leadership can affect employees' attitudes and behaviors, this study aims to investigate the effect of toxic leadership on employee CWB through the role of turnover intention in.

LITERATURE REVIEW AND HYPOTHESES

This cultural value may be the reason why the effect of a leader's abusive behavior on job satisfaction was weaker in a high power distance country (Lin et al., 2013). While people could still engage and perform under a destructive boss (Fiset et al., 2019), the intention to leave the organization would remain in their minds. Employees may engage in some forms of subtle destructive behavior, such as the intention to quit their job (Richard et al., 2020) and.

They may not directly show their vindictive behaviors as power imbalance is accepted and endorsed in a high power distance culture (Richard et al., 2020).

7on employees’ daily work behaviours, such as hindering innovation (Jiang et al., 2019) and

Participants and Procedure

8Finally, 457 usable responses (61% response rate) came from hospitals (102, 22%),

Measures

Age and tenure were reported in years, while gender and leadership role were dummy coded (male and leader were coded 1). Education levels were coded from 1 to 6, where 0 represented 1, 2, and 3 for participants who had only a high school diploma. According to these studies, a researcher can randomly insert some fake items to identify whether they read the items with enough effort before submitting their answers.

In this survey, two false items were included (i.e., “strongly disagree for this item” and “if you read this item, please select agree”).

Results

I talked to colleagues about the negative aspects of my work” is one of the items on the scale. Using the CFA technique, the results showed a three-factor model (χ2/df=2, RMSEA= .08, SRMR= .08) in which CWBS was reported as an independent dimension. Previous studies have identified some methods to eliminate participants with careless responses (Aruguete et al., 2019; Curran, 2016; Meade & Craig, 2012; Niessen et al., 2016).

10The results showed that the empirical data confirmed the proposed theoretical model

Discussion

11of toxic leadership on employees’ CWB. The findings also provided new insight on how

12intention to quit would increase retaliation against their leaders or even the organisations

Future studies should further investigate how these personality traits and other factors influence the effect of toxic leadership on employees' psychological contract. Finally, this study suggested that power distance orientation in Indonesian public organizations influenced how employees responded to toxic leadership. Therefore, future studies should investigate how culture and organizational climate influence the effect of toxic leadership on employee outcomes.

In public sectors, some systematic approaches must be implemented and regularly evaluated at the social level interactions to ensure that employees' psychological contracts are fulfilled, the fulfillment of psychological contracts, and to mitigate the trickle-down effect of toxic leadership.

14References

Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (Ed. 1, pp. 181-194). We are writing about our manuscript that we have submitted to the International Journal of Public Sector Management. In the introduction and discussion section, we have included more discussion towards public management.

We believe that the current form of the manuscript contains more arguments about public sector management.

Figure 1. empirical model of the effect of toxic leadership on CWB via turnover intention

4 In regards to discriminant

Based on the AVE and discriminant validity, we believed that we had sufficient evidence to support the construct validity and discriminant validity of the measurement model. However, the interpretation of the effect size may vary from context to context (Funder & Ozer, 2019). The main point of the review was to bring the sense of Public Service Management into the discussion.

We hope that this manuscript will serve as one of the main references when discussing toxic leadership in public service organizations.

ORGANIZATIONS: THE ROLE OF TURNOVER" that you submitted to the International Journal of Public Sector Management has been revised. You will not be able to make your revisions on the originally submitted version of the manuscript. International Journal of Public Sector Management, your revised manuscript must be uploaded as soon as possible.

Also, see Kenneth Williams' article on toxic leadership, published in the International Journal of Public Leadership.