The Dysfunction Junction: The Impact of Toxic Leadership on Follower Effectiveness
The Dysfunction Junction: The Impact of Toxic Leadership on Follower Effectiveness
Richard Mark Bell | 2017
Abstract
This study examined the effect of toxic leadership, as moderated by leader–member exchange (LMX), on a follower’s active engagement (AE) and independent, critical thinking (ICT). Schmidt’s (2008) toxic leadership theory describes the five dimensions of toxic leadership as abusive supervision, authoritarian leadership, narcissism, unpredictability, and self-promotion. LMX theory (Graen & Uhl-Bien, 1995) describes the dyadic relationship between leaders and followers with some followers forming the leader’s in group while others form the leader’s out group. Followership theory describes the role of followers and following in the leadership process, and Kelley (1992) described how follower style occurs based on the two behavioral dimensions of AE and ICT. Ten hypotheses considered the direct effects of the five dimensions of toxic leadership on the two follower behavior dimensions, and 10 hypotheses considered the moderating effect of LMX. A survey method was employed utilizing Schmidt’s (2014) Toxic Leadership Scale, the LMX-7 (Graen & Uhl-Bien, 1995), and Kelley’s (1992) Followership Styles Questionnaire. Data were collected from 203 nontraditional graduate students with professional work experience in diverse career sectors. Hierarchical multiple regression techniques were used to test the 20 hypotheses. The regression analysis indicated the self-promotion dimension of toxic leadership had a direct effect on the follower’s AE. Other direct effect hypotheses were unsupported. LMX had direct effects on both follower engagement and critical thinking, but no support was found for an interaction effect. Over 78% of the study’s participants indicated having experience as the follower of a toxic leader. The results of the study further the research related to both toxic leadership and followership, demonstrating the pervasiveness of toxic leadership in organizations and indicating the importance of LMX to the followership dimensions of AE and ICT.