The relationship between toxic leadership and organizational performance: the mediating effect of nurses' silence

To assess toxic leadership and organizational performance among nurses of a University Hospital, and explore the mediating effect of nurses 'silence. Toxic Leadership behaviours are hurtful to feelings, leading to emotive fatigue and nurses silence within the legislative framework. In fact, it...

Full description

Saved in:
Bibliographic Details
Published in:BMC nursing 2023-01, Vol.22 (1), p.4-4, Article 4
Main Authors: Farghaly Abdelaliem, Sally Mohammed, Abou Zeid, Mennat Allah G
Format: Article
Language:English
Subjects:
Analysis
Behavior
Communication
Corporate culture
Critical care
Employees
Evaluation
Hospitals
Influence
Job performance
Leadership
Leadership styles
Methods
Narcissism
Nurses
Nurses’ silence
Nursing
Objectives
Organisational performance
Organizational behavior
Practice
Professionals
Structural equation modeling
Toxic leadership
Toxicity
University Hospital
Work environment
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:To assess toxic leadership and organizational performance among nurses of a University Hospital, and explore the mediating effect of nurses 'silence. Toxic Leadership behaviours are hurtful to feelings, leading to emotive fatigue and nurses silence within the legislative framework. In fact, it is very harmful to all organizations. However, little emphasis has been paid to research on the mediating mechanism and border factors of their connection. A cross-sectional design was applied. Data was collected from 750 nurses over the course of three months. The researchers employed structured equation modeling [SEM] to investigate the role of nurses' silence in mediating the association between toxic leadership and organizational performance. The toxic leadership level and Organisational performance level were both high. In addition to, the nurses' silence level was moderate. The SEM revealed that toxic Leadership accounted for the prediction of 65% of the variance of nurses' silence and 87% of the variance of organizational performance. Also, nurses silence as a mediating factor accounted for 73% of the variance of organizational performance. This study emphasized on the importance of creating a work environment that encourages and promotes open communication, as well as eliminating toxic leadership behaviours from the organizational culture among nurses as it effects on the organizational performance.
ISSN:1472-6955
1472-6955
DOI:10.1186/s12912-022-01167-8