Trickle-Down Effect of the Toxic Leadership Pandemic on Employee Counterproductive Work Behavior: In Retrospect to SDGs, Laws, Regulations, and ILO Provisions

Noor Ahmed Brohi; Muhammad Asif Qureshi; Danial Hussain Shaikh; Farhan Mahboob; Zareen Asif; Aasia Brohi

doi:10.52633/jemi.v6i3.387

Authors

Noor Ahmed Brohi Begum Nusrat Bhutto Women University, Sukkur Author
Muhammad Asif Qureshi Bahria University, Karachi Author
Danial Hussain Shaikh Iqra University, North Campus, Karachi Author
Farhan Mahboob Bahria University, Karachi Author
Zareen Asif Institute of Business Management, Karachi Author
Aasia Brohi Author

DOI:

https://doi.org/10.52633/jemi.v6i3.387

Keywords:

Toxic Leaders, Leadership, Toxic Leadership Pandemic, Counterproductive Work Behavior (CWB), Organizational Citizenship Behavior (OCP), Perceived Organizational Support (POS), Sustainable Development Goal (SDG), International Labor Organization (ILO), Higher Education Institute (HEI), Leadership, Toxic Leadership Pandemic, Counterproductive Work Behavior (CWB), Organizational Citizenship Behavior (OCP), Perceived Organizational Support (POS), Sustainable Development Goal (SDG), Higher Education Institute (HEI)

Abstract

The global prevalence of toxic leadership has transcended to pandemic levels, instigating a spectrum of dysfunctional organizational fiascos, including counterproductive work behavior, all in violation of laws, regulations, ILO provisions, and SDGs. The toxic leadership pandemic has violated at least six SDGs, affecting over 10% of employees worldwide. The prevalent toxic pandemic transcends suffering from an increase in health expenditure as a consequence of bullying and harassment while translating into higher employee burnout and turnover rates. With a focus on the trickle-down effect, this study highlights the extent of the pandemic, with the constructive aim to examine how toxic leadership can have an exponentiation impact on employees' behavior at the workplace. The current study found that the literature supports the notion that perceived organizational support mediates the link between toxic leadership and employees' counterproductive work behavior. This pragmatic study proposes a conceptual model that will be useful for leaders, legislators, regulators, and policymakers in diverse organizations/sectors as they develop strategies to counter toxic leadership and encourage positive workplace behavior. This study opens new avenues for the body of knowledge on toxic leadership and how it affects behavior at work in higher education institutions.

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