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The relationship between toxic leadership, job insecurity, workplace bullying and turnover intention in the Malaysian context: a multilevel mediational perspective

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dc.contributor.authorSim, B.Y.H.
dc.contributor.authorLee, M.C.C.
dc.contributor.authorKwan, S.S.M.
dc.contributor.authorTuckey, M.R.
dc.date.issued2021
dc.description.abstractDespite the long-standing relationship between job characteristics and workplace bullying, little focus has been devoted in literature to the role of leaders in shaping this relationship. Hence, a more comprehensive picture about how the work environment influences bullying at work by integrating leadership and job characteristics together into one set of processes is needed. Viewing toxic leadership as a negative phenomenon and as a top-down influence on employees, in recent multilevel study, toxic leadership enhances organizational intimidation through manipulating workers’ feelings of job insecurity, which contributes to higher turnover intentions. Two hundred and sixty-five employees (Male: 50.9%; Mean age: 29.6 years) from 48 organizations in Malaysia participated in the study. Results using hierarchical linear modelling (HLM) found a significant relationship in the positive direction between bullying at work and turnover intention. Toxic leadership showed a significant and positive relationship with bullying at work and job insecurity. In addition, job insecurity was found to mediate the relationship between toxic leadership and bullying at work, while workplace bullying was found to mediate the relationship between job insecurity and turnover intention. Current study extends current literature by showing how toxic leadership likely shapes employees’ perceptions of their job design within employees in an Eastern context. This study highlights the importance of adopting a multilevel method to establish the link between toxic leadership, job insecurity and workplace bullying. Future research should utilize longitudinal methods to test for reversed or reciprocal effects (job insecurity  toxic leadership; workplace bullying  job insecurity) and further untangle the relationships.
dc.identifier.citationSource details - Title: Asian Perspectives on Workplace Bullying and Harassment, 2021, Ch.7, pp.181-210
dc.identifier.doi10.1007/978-981-16-2362-2_7
dc.identifier.isbn9789811623622
dc.identifier.urihttps://hdl.handle.net/11541.2/26240
dc.language.isoen
dc.publisherSpringer
dc.publisher.placeSingapore
dc.rightsCopyright 2021 The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Singapore
dc.source.urihttps://doi.org/10.1007/978-981-16-2362-2_7
dc.subjectjob insecurity
dc.subjectMalaysian context
dc.subjectmultilevel
dc.subjecttoxic leadership
dc.subjectturnover intention
dc.subjectworkplace bullying
dc.titleThe relationship between toxic leadership, job insecurity, workplace bullying and turnover intention in the Malaysian context: a multilevel mediational perspective
dc.typeBook chapter
pubs.publication-statusPublished
ror.mmsid9916581950401831

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