عوامل موثر بر رفتارهای سیاسی سمی مدیران و نتایج آن نقش متغیر تعدیلگر مربیگری و بدبینی شناختی

نوع مقاله : مقاله پژوهشی

نویسندگان

1 دکتری مدیریت منابع انسانی، دانشکده مدیریت، دانشگاه پیام نور، تهران، ایران.

2 استاد تمام،گروه مدیریت، دانشگاه پیام‌نور، تهران، ایران

3 استاد یار،گروه مدیریت، دانشگاه پیام‌نور، تهران، ایران

چکیده

    هدف از این مقاله بررسی عوامل موثر بر رفتارهای سیاسی سمی مدیران سازمان است. پژوهشگران با استفاده از رویکرد سیستم باز، متغیرهای عارضه سمیت مدیر، ضعف سازمانی، ناکارآمدی محیط و نتایج شناسایی و  متغیرهای مربیگری و بدبینی شناختی به عنوان متغیر تعدیلگر استفاده نمودند. جامعه آماری پژوهش سازمان‌های دولتی در جنوب استان فارس است.  با توجه به گستردگی جامعه آماری، از نمونه‌گیری خوشه‌ای و همچنین فرمول کوکران برای جامعه نامحدود استفاده شد. برای جمع‌آوری داده‌ها از پرسشنامه استاندارد، که به صورت آنلاین طراحی شده بود، استفاده گردید و در بازه یکماهه 392 نفر به سوالات پاسخ دادند. نتایج حاصل از معادلات ساختاری در قالب نرم افزار اسمارت پی‌ال‌اس نشان داد که ناکارآمدی محیط بر عارضه سمیت مدیر و عارضه سمیت مدیر بر ضعف سازمانی تاثیرگذار است. متغیرهای عارضه سمیت مدیر و ضعف سازمانی بر رفتارهای سیاسی سمی تاثیرگذار است، اما تاثیر ناکارآمدی محیط بر رفتارهای سیاسی سمی رد شد. رفتارهای سیاسی سمی منجر به نتایج منفی فردی و سازمانی می‌شود. مربیگری بر رابطه بین عارضه سمیت مدیر و ضعف سازمانی به طور منفی تاثیرگذار است. در نهایت، بدبینی شناختی رابطه بین عارضه سمیت مدیر و رفتارهای سیاسی سمی به طور مثبتی تعدیل می‌کند. محققان در پایان نتیجه‌گیری کردند که رفتارهای سیاسی سمی حاصل یک فرایند نظام‌مند است و تکیه صرف بر یک یا چند عامل نمی‌تواند این چرخه سمی را متوقف نماید.

کلیدواژه‌ها

عنوان مقاله [English]

Factors Affecting on the Toxic Political Behaviors of Managers and its Consequences with the Moderating Role of Coaching and Cognitive Cynicism

نویسندگان [English]

  • Alireza Saremi 1
  • Alireza Mooghali 2
  • Mohammad Hosein kamani 3
1 PhD in Human Resource Management, Payame Noor University, Tehran, Iran
2 Professor of Management Department, Payame Noor University, Tehran, Iran.
3 Assistant Professor of Management, Payame Noor University, Tehran, Iran.
چکیده [English]

Abstract
The purpose of this study is to investigate the factors affecting on the toxic political behaviors of managers with the moderating role of coaching and cognitive cynicism. According to the research literature and using the open system approach, the variables of toxicity illness of managers, organizational weakness and environmental inefficiency were identified and coaching variables and cognitive cynicism were considered as moderating variables. Data were collected using a survey strategy and a questionnaire. A total of 8 hypotheses were examined and 7 were confirmed.
Introduction
The qualities that characterize an effective leader have been the focus of substantial scholarly attention. However, what happens when leaders fail to embody these qualities? Only relatively recently has the harmful side of leadership become a focus of academic inquiry. Harmful leaders with toxic political behaviors have been found to have negative effects on organizational outcomes, employee morale and motivation. Yet does responsibility for harmful or toxic leadership rest solely with the leader? We suggested that toxic political behaviors of managers are a confluence of the leader (illness of toxic manager), organizational weakness and the environment that facilitates it – the toxic behavior. Toxic political behaviors of managers can lead to emotional pain in employees and distract the organization from its goals and mission.
Case study
 The statistical population of the study is government organizations in the south of Fars province. Due to the size of the statistical population, cluster sampling as well as Cochran’s formula for an infinite population was used.
Materials and Methods
The present study is applied in terms of purpose and is a descriptive-survey that describes the conditions and phenomena studied. The research literature was compiled by library method and data collection was done by questionnaire. Cranach’s alpha, composite reliability, communality reliability, convergent validity and divergent validity were used to determine the reliability and validity of the constructs.
Discussion and Results
In this paper, 8 hypotheses were investigated, and 7 of them were confirmed. On the other hand, the results showed that the environmental inefficiency effective on the illness of toxicity of managers and the illness of toxicity of managers effective on organizational weakness. The variables of illness of toxicity of managers and organizational weakness affect on toxic political behaviors, but the affect environmental inefficiency on toxic political behaviors was rejected. Toxic political behaviors lead to negative individual and organizational consequences. The results of the moderator variable showed that coaching negatively modulates the relationship between illness of toxicity of managers and organizational weakness. Finally, cognitive cynicism positively moderates the relationship between illness of toxicity and toxic political behaviors.
Conclusion
Toxic political behaviors and their consequences are the result of a systematic process, and reliance on one or more factors alone cannot stop this toxic cycle. Therefore, coping strategies are proposed in three forms of individual, organizational and environmental strategies for toxic systemic behaviors of managers.

کلیدواژه‌ها [English]

  • Toxic political behaviors
  • Illness of toxicity of managers
  • Organizational weakness
  • Environmental inefficiency
  • Moderating variable

مراجع

 
منابع فارسی
- صارمی، علیرضا.، سرلک، علیرضا.، موغلی، محمدعلی.، کمانی، سیدمحمدحسین. (1398). ارائه مدل رفتارهای سمی مدیران. فصلنامه مطالعات رفتار سازمانی. 4 (32)، 175-204.
- رابینز، استیفن پی. (1995). مدیریت رفتار سازمانی، ترجمه علی پارسائیان، سید محمد اعرابی، تهران: مرکز تحقیقات بازرگانی.
- رضائیان، علی. (1391). مدیریت رفتارهای سیاسی در سازمان، تهران: انتشارات سمت.
 
References
Appelbaum, S. H., Roy-Girard, D. (2007). Toxins in the workplace: Affect on organizations and employees. Corporate Governance. 7(1), pp.17-28.
Aravena, F. (2017). Destructive Leadership Behavior: An Exploratory Study in Chile. Leadership and Policy in school.  Published online: 02 Nov 2017, pp.83-96.
Aubrey, D. W. (2012). The effect of toxic leadership. Army War Coll Carlisle Barracks PA.
Bellini, D., Ramaci, T. & Bonatiuto, M. (2015). The Restorative Effect of the Environment on Organizational Cynicism and Work Engagement. Journal of Human Resource and Sustainability Studies, 3, 124-135.
Bolman, L.G., Deal T.E. (2008). Reframing organizations: Artistry, choice, and leadership (4th Ed.). San Francisco, CA: Jossey-Bass.
Carlock, H. (2013). Beyond Building: A Holistic Exploration of the Organizational Toxicity Phenomenon. A dissertation of Doctor of Education in Organizational Leadership.
Chin, W. W. (2010). How to write up and report PLS analyses. Handbook of partial least squares: Concepts, methods and applications in marketing and related fields (pp. 655 – 690). Berlin: Springer.
Cohen-Charash, Y., Spector, P. E. (2001). The role of justice in organizations: A met analysis. Organizational behavior and human decision processes. 86(2), 278-321.
Damnjanovic, V., Proud, W. & Milosavljevic, M. (2020). Mentoring development at student international business case competitions. Euro Med Journal of Business. DOI: 10.1108/EMJB-12-2018-0092.
Daniel, T. A., Metcalf, G. (2015). Crossing the line: An examination of toxic leadership in the US Army. The Leadership Quarterly, 32 (1), 118-227.
Dobbs, J. M. (2014). The relationship between perceived toxic leadership styles, leader effectiveness and organizational cynicism. A dissertation of Doctorate. University of San Diego.
Durrah, O., Chaudhary, & Gharib, M. (2019). Organizational Cynicism and Its Impact on Organizational Pride in Industrial Organizations. International Journal of Environmental Research and Public Health. 16, 1203.
Ferris, G.R., Kalmar, K. (1992). Perceptions of organizational politics. Journal of Management. 8, 93-116.
Fitzgibbons, K. A. (2018). Toxic Leadership and Organizational Climate: an Investigation into the Existence of Toxic Leadership within an organization and the Effects Those Toxic Elements has on organizational climate. Dissertation of PhD, Indiana Institute of Technology.
Gallus, J. A. & Walsh, B. M. (2013). Intolerable Cruelty: A Multilevel Examination of the Impact of Toxic Leadership on U.S. Military Units and Service Members. Military Psychology, 25 (6), 588–601.
Grondel, D. (2016) .An Investigation of the Relationship between Leadership Styles and Dark Leadership Behavior in Law Enforcement Executives. Submitted of Doctoral. Bradman University.
Hamby, J. M. (2018). The Role of Employee Attributes in the Mitigating of Toxic Leadership Impact on Employee Behaviors Doctor Dissertation, Maryland University
Indradevi, R. (2016). Toxic Leadership over the Years – A Review. SMS Varanasi, IX (1).
Kiefer, T. & Barclay, L. (2012). Between Negative Emotions and Adverse Outcomes. Journal of Occupational and Organizational Psychology, 85(4), 600-625.
Kilic, M. & Gunsel, A. (2019). The Dark Side of the Leadership: The Effects of Toxic Leaders on Employees. European Journal of Social Sciences. 2(2), 51-56.
Kline, R. B. (2012). Principles and Practice of Structural Equation Modeling, 3nd edition. New York: Guilford Press
Kusy, M. E., Holloway, E. L. (2007). Toxic Workplace: Managing Toxic Personalities and Their Systems of Power. San Francisco: Jossey-Bass.
Levinson, H. (2002). Organizational assessment: A step-by-step guide to effective consulting. Washington, DC: American Psychological Association.
Litzky, B. E., Eddleston, K. A. & Kidder, D. L. (2006). The good, the bad, and the misguided: How managers inadvertently encourage deviant behaviors. Academy of Management Perspectives. 20(1), 91-103.
Lubit, R. (2004). Coping with toxic managers, subordinates and other difficult people.  New York, NY: Prentice Hall.
Luthans, F., Peterson, S. & Ibrayeva, E. (1998). The potential for the dark side of leadership in post-communist. World business. 33, 185-210.
Matos, K., Onill, O. & Lei, X. (2018). Toxic Leadership and the Masculinity Contest Culture: How Win or Die Cultures Breed Abusive Leadership. Journal of Social Issue. 74(3), 500—528.
Maxwell, S.  M. (2015).  An Exploration of Human Resource Personnel and Toxic Leadership. Doctoral dissertation. Walden University.
Mehta, S. & Maheshwari, G. C. (2013). Consequence of Toxic leadership on Employee Job Satisfaction and Organizational Commitment. Journal of Contemporary Management Research, 8 (2), 2-23. 
Morris,J. (2019). Understanding Coping Strategies and Behaviors of Employees Affected by Toxic Leadership.  Doctor, Walden University.
Nafei, W. A. (2013). Examining the Relationship between Organizational Cynicism and Organizational Change: A Study from Egyptian Context. Journal of Business Administration Research. 2(2), 2-13.
Nunally, J. (1978). Psychometric theory. New York: Mc Graw-Hill.
Omar, A. T. & Ahmad, U. N. U. (2020). The Role of Toxic Leadership and Perceived Organizational Support on Academic Staff’s Psychological Distress. International Journal of Academic Research in Business and Social Sciences, 10(12), 958–980.
Padilla, A. Hogan R. & Kaiser R. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive‌ environments. The Leadership Quarterly. 18 (3), 178.
Pelletier, K.L. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership. 6(4), 373–389.
Rezaian, A. (2012). Management of Political Behaviors in the Organization, Tehran: Samt Publications. (In Persian)
Rigdon, E. E., Ringle, C. M. & Sarstedt, M. (2010). Structural modeling of heterogeneous data with partial least squares. In N. K. Malhotra (Ed.), Review of marketing research. 7.
Rishel, T. R. (2013). Passive-Aggressive. Leadership Excellence Essentials, 30(7), 19-19.
Robbins, A. (1995). Organizational Behavior Management (Translated by Ali Parsaian and Seyed Mohammad Arabi), Tehran: Business Research Center. (In Persian)
Saremi, A. R., Sarlak, A. R. & Kamani, M. H. (2019). Presenting a model of managers' toxic behaviors. Quarterly Journal of Organizational Behavior Studies. 4(32), 175-230.  (In Persian)
Schmidt, A. (2014). An examination of toxic leadership, job outcomes and the impact of military deployment. Maryland, College Park, Doctor Dissertation.
Spranger, A.  (2014). Do not follow the leader:  The poisonous effects of toxic leadership. Virtual Conference on Moral Leadership. Retrieved February 7, from Regent.edu: http://www.regent.edu/.
Taylor, O.A. (2012). The Relationship between Culture and counterproductive Workplace Behavior. Unpublished Doctoral Dissertation.  London: The University of Western Ontario.
Tepper, B J. (2000). Consequences of Abusive Supervision. The Academy of Management Journal. 43 (2), 178-190.
Whicker, M. L. (1996). Toxic leaders: When organizations go bad. Westport, CT: Quorum.
Spranger, A.  (2014). Do not follow the leader:  The poisonous effects of toxic leadership. Virtual Conference on Moral Leadership. Retrieved February 7, from Regent.edu: http://www.regent.edu/.
Taylor, O.A. (2012). The Relationship between Culture and counterproductive Workplace Behavior. Unpublished Doctoral Dissertation.  London: The University of Western Ontario.
Tepper, B J. (2000). Consequences of Abusive Supervision. The Academy of Management Journal. 43 (2), 178-190.
Whicker, M. L. (1996). Toxic leaders: When organizations go bad. Westport, CT: Quorum.
پژوهش های مدیریت عمومی
دوره 15، شماره 55 - شماره پیاپی 55
(پژوهشی)
خرداد 1401
صفحه 67-92

فایل ها

هم رسانی

ارجاع به این مقاله

آمار