IMPACT OF TOXIC LEADERSHIP ON EMPLOYEES’ PERFORMANCE: TO WHAT EXTENT EMPLOYEES’ RESILIENCE MATTERS!

Abstract

Toxic leadership is recognized as leader’s negative attitude characterized by authoritarian, abusive and self-serving behaviors, that is recognized as a detrimental factor in organizational settings. It can negatively influence the employees’ behaviors likewise morale, motivation, commitment and performance in organization. In this drive, employee resilience is expected to play active role in linking toxic leadership and employees’ performance. In order to examine these phenomena, like (toxic leadership as predictor), (employees’ resilience as mediator) & (employee performance as mediator), data was collected from faculty members hailing from higher institutions in southern region, KP, Pakistan. Research aimed to use survey approach to collect the data, analyze data and to examine hypothesized relationships (association & mediation) among the research variables through different hypotheses as extracted from theoretical framework. The results provide vital information about association and mediation in reaching the desired conclusion. It is suggested higher institutions may use suitable leadership styles so as to inspire employees toward sustainable performance supported by resilience.