Article Sidebar

Accepted
Dec 2, 2023
Published
Dec 2, 2023
Download
PDF
Statistic
Read Counter : 283 Download : 173

Main Article Content

Abstract

This study aims to review the adverse effects of the dark side of leadership on employees’ psychological states, including distress and anxiety, after the COVID-19 pandemic, through the lens of psychological theories. A literature review was used to examine the dark side of leadership, which included any form of abusive, toxic, or destructive behaviors and characteristics that negatively affect the psychological states of employees. The effect on employees’ psychological state is crucial as it can influence their attitudes and performance. The Conservation of Resources and the Psychological Contract theory were employed to explain the emergence of the dark leaders’ behaviors and their consequences on employees’ psychological states in anticipation of extreme organizational changes after the pandemic. The employees’ psychological resources could be depleted due to exposure to abusive leaders while adapting to organizational changes post the pandemic. Also, the mistreatments from the destructive leaders could breach the employees’ psychological contract. The emergence of dark leadership practices might cause psychological distress. Previous psychological studies suggest that the psychological resources of employees can be replenished by seeking social support, while the organization can contribute by implementing intervention programs.

Keywords

leadership the dark side of leadership psychological state employee COVID-19

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

In submitting the manuscript to the International Journal of Educational Administration, Management, and Leadership (IJEAMaL), the authors certify that:

  • They are authorized by their co-authors to enter into these arrangements.
  • The work described has not been formally published before, except in the form of an abstract or as part of a published lecture, review, thesis, or overlay journal.
  • That it is not under consideration for publication elsewhere,
  • The publication has been approved by the author(s) and by responsible authorities – tacitly or explicitly – of the institutes where the work has been carried out.
  • They secure the right to reproduce any material that has already been published or copyrighted elsewhere.
  • They agree to the following license and copyright agreement.

License and Copyright Agreement

Authors who publish with the International Journal of Educational Administration, Management, and Leadership (IJEAMaL) agree to the following terms:

  • Authors retain copyright and grant the International Journal of Educational Administration, Management, and Leadership (IJEAMaL) right of first publication with the work simultaneously licensed under Creative Commons Attribution License (CC BY 4.0) that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
  • Authors can enter into separate, additional contractual arrangements for the non-exclusive distribution of the International Journal of Educational Administration, Management, and Leadership (IJEAMaL) published version of the work (e.g., post it to an institutional repository or edit it in a book), with an acknowledgment of its initial publication in this journal.
  • Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) before and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
How to Cite
Wirawan, H. (2023). The Impact of the Dark Side of Leadership on the Psychological State of Employees after the Covid-19 Pandemic: : A Psychological Perspective . International Journal of Educational Administration, Management, and Leadership, 4(2), 105-122. https://doi.org/10.51629/ijeamal.v4i2.167

References

  1. Abbas, K. N. (2021). Determinants of Proactive Work Behavior of Employees During the COVID-19 Crisis. European Journal of Psychology Open, 80(1–2), 77–87. https://doi.org/10.1024/2673-8627/a000007
  2. Agarwal, U. A., & Avey, J. B. (2020). Abusive supervisors and employees who cyberloaf: Examining the roles of psychological capital and contract breach. Internet Research, 30(3), 789–809. https://doi.org/10.1108/INTR-05-2019-0208
  3. Agba, A. M. O., Ocheni, S. I., & Agba, M. S. (2020). COVID-19 and the world of work dynamics: A critical review. Journal of Educational and Social Research, 10(5), 119–130. https://doi.org/10.36941/JESR-2020-0093
  4. Ahmad, I., & Begum, K. (2020). Impact of abusive supervision on intention to leave: a moderated mediation model of organizational-based self esteem and emotional exhaustion. Asian Business & Management, 19(4), 379–406. https://doi.org/10.1057/s41291-020-00116-0
  5. Ahmad, J., Athar, M. R., Azam, R. I., Hamstra, M. R. W. W., & Hanif, M. (2019). A Resource Perspective on Abusive Supervision and Extra-Role Behaviors: The Role of Subordinates’ Psychological Capital. Journal of Leadership and Organizational Studies, 26(1), 73–86. https://doi.org/10.1177/1548051818767391
  6. Antonakis, J. (2012). Transformational and charismatic leadership. The Nature of Leadership, 41(0), 256–288. https://doi.org/10.1016/j-leaqua.2012.05.002
  7. Aryee, S., Sun, L. Y., Chen, Z. X. G., & Debrah, Y. A. (2008). Abusive supervision and contextual performance: The mediating role of emotional exhaustion and the moderating role of work unit structure. Management and Organization Review, 4(3), 393–411. https://doi.org/10.1111/j.1740-8784.2008.00118.x
  8. Ateş, N. Y., Tarakci, M., Porck, J. P., van Knippenberg, D., & Groenen, P. J. F. F. (2020). The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment. Journal of Management, 46(5), 637–665. https://doi.org/10.1177/0149206318811567
  9. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.001
  10. Avolio, B. J., & Kahai, S. S. (2003). Adding the “E” to E-leadership: How it may impact your leadership. Organizational Dynamics, 31(4), 325–338. https://doi.org/10.1016/S0090-2616(02)00133-X
  11. Avolio, B. J., Sosik, J. J., Kahai, S. S., & Baker, B. (2014). E-leadership: Re-examining transformations in leadership source and transmission. The Leadership Quarterly, 25(1), 105–131. https://doi.org/10.1016/j.leaqua.2013.11.003
  12. Ball, C. G. (2020). Leadership during the COVID-19 crisis and beyond. Canadian Journal of Surgery, 63(4), E370. https://doi.org/10.1503/CJS.016020
  13. Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207–218. https://doi.org/10.1037/0021-9010.88.2.207
  14. Beilstein, C. M., Lehmann, L. E., Braun, M., Urman, R. D., Luedi, M. M., & Stüber, F. (2021). Leadership in a time of crisis: Lessons learned from a pandemic. Best Practice & Research Clinical Anaesthesiology, 35(3), 405–414. https://doi.org/10.1016/J.BPA.2020.11.011
  15. Bhandarker, A., & Rai, S. (2019). Toxic leadership: emotional distress and coping strategy. International Journal of Organization Theory and Behavior, 22(1), 65–78. https://doi.org/10.1108/IJOTB-03-2018-0027
  16. Bierema, L. L. (2020). HRD research and practice after ‘The Great COVID-19 Pause’: the time is now for bold, critical, research. Human Resource Development International, 23(4), 347–360. https://doi.org/10.1080/13678868.2020.1779912
  17. Bird, G. W., Bird, G. A., & Scruggs, M. (1984). Determinants of Family Task Sharing: A Study of Husbands and Wives. Journal of Marriage and the Family, 46(2), 345. https://doi.org/10.2307/352466
  18. Bloom, N., Liang, J., Roberts, J., & Ying, Z. J. (2015). Does Working from Home Work? Evidence from a Chinese Experiment. The Quarterly Journal of Economics, 130(1), 165–218. https://doi.org/10.1093/QJE/QJU032
  19. Boddy, C. R. (2019). Toxic Leadership. In Encyclopedia of Business and Professional Ethics (pp. 1–3). Cham: Springer International Publishing. https://doi.org/10.1007/978-3-319-23514-1_6-2
  20. Brandebo, F. M. (2020). Destructive leadership in crisis management. Leadership and Organization Development Journal, 41(4), 567–580. https://doi.org/10.1108/LODJ-02-2019-0089
  21. Brandebo, F. M. (2021). How contextual is destructive leadership? A comparison of how destructive leadership is perceived in usual circumstances versus crisis. International Journal of Organizational Analysis, 29(1), 220–239. https://doi.org/10.1108/IJOA-11-2019-1924
  22. Calheiros, A. (2018). The Effect of Positive Psychological Capital in Preventing Destructive Leadership Behaviours in a Portuguese Retail Chain. American Journal of Management, 18(2), 43–55. https://doi.org/10.33423/ajm.v18i2.291
  23. Carlson, D., Ferguson, M., Hunter, E., & Whitten, D. (2012). Abusive supervision and work-family conflict: The path through emotional labor and burnout. Leadership Quarterly, 23(5), 849–859. https://doi.org/10.1016/j.leaqua.2012.05.003
  24. Cassidy, T., McLaughlin, M., & Mcdowell, E. (2014). Bullying and health at work: The mediating roles of psychological capital and social support. Work and Stress, 28(3), 255–269. https://doi.org/10.1080/02678373.2014.927020
  25. Chan, T. K. H., Cheung, C. M. K., & Lee, Z. W. Y. (2021). Cyberbullying on social networking sites: A literature review and future research directions. Information & Management, 58(2), 103411. https://doi.org/10.1016/J.IM.2020.103411
  26. Charalampous, M., Grant, C. A., Tramontano, C., & Michailidis, E. (2019). Systematically reviewing remote e-workers’ well-being at work: a multidimensional approach. European Journal of Work and Organizational Psychology, 28(1), 51–73. https://doi.org/10.1080/1359432X.2018.1541886
  27. Christie, A., Barling, J., & Turner, N. (2011). Pseudo-Transformational Leadership: Model Specification and Outcomes. Journal of Applied Social Psychology, 41(12), 2943–2984. https://doi.org/10.1111/j.1559-1816.2011.00858.x
  28. Clark, S. C. (2000). Work/family border theory: A new theory of work/family balance. Human Relations, 53(6), 747–770.
  29. Como, R., Hambley, L., & Domene, J. (2021). An Exploration of Work-Life Wellness and Remote Work During and Beyond COVID-19. Canadian Journal of Career Development, 20(1), 45–56.
  30. Conger, J. A., Kanungo, R. N., & Menon, S. T. (2000). Charismatic leadership and follower effects. Journal of Organizational Behavior, 21(7), 747–767. https://doi.org/10.1002/1099-1379(200011)21:7<747::AID-JOB46>3.0.CO;2-J
  31. Cortina, L. M., Magley, V. J., Williams, J. H., & Langhout, R. D. (2001). Incivility in the workplace: Incidence and impact. Journal of Occupational Health Psychology, 6(1), 64–80. https://doi.org/10.1037/1076-8998.6.1.64
  32. Daraba, D., Wirawan, H., Salam, R., & Faisal, M. (2021). Working from home during the corona pandemic : Investigating the role of authentic leadership , psychological capital , and gender on employee performance. Cogent Business & Management, 8(1), 0–17. https://doi.org/10.1080/23311975.2021.1885573
  33. Dello Russo, S., & Stoykova, P. (2015). Psychological Capital Intervention (PCI): A Replication and Extension. Human Resource Development Quarterly, 26(3), 329–347. https://doi.org/10.1002/hrdq.21212
  34. Dingel, J. I., & Neiman, B. (2020). How many jobs can be done at home? Journal of Public Economics, 189, 104235. https://doi.org/10.1016/j.jpubeco.2020.104235
  35. Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. Leadership Quarterly, 25(1), 36–62. https://doi.org/10.1016/j.leaqua.2013.11.005
  36. Du, D., Derks, D., & Bakker, A. B. (2018). Daily spillover from family to work: A test of the work-home resources model. Journal of Occupational Health Psychology, 23(2), 237–247. https://doi.org/10.1037/OCP0000073
  37. Duxbury, L. E., & Higgins, C. A. (1991). Gender differences in work-family conflict. Journal of Applied Psychology, 76(1), 60–74. https://doi.org/10.1037/0021-9010.76.1.60
  38. Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly, 18(3), 207–216. https://doi.org/10.1016/j.leaqua.2007.03.002
  39. Erickson, A., Shaw, B., Murray, J., & Branch, S. (2015). Destructive leadership: Causes, consequences and countermeasures. Organizational Dynamics, 44(4), 266–272. https://doi.org/10.1016/j.orgdyn.2015.09.003
  40. Felstead, A., Jewson, N., Phizacklea, A., & Walters, S. (2002). Opportunities to work at home in the context of work-life balance. Human Resource Management Journal, 12(1), 54–76. https://doi.org/10.1111/j.1748-8583.2002.tb00057.x
  41. Fischer, T., Tian, A. W., Lee, A., & Hughes, D. J. (2021). Abusive supervision: A systematic review and fundamental rethink. The Leadership Quarterly, 32(6), 101540. https://doi.org/10.1016/J.LEAQUA.2021.101540
  42. Frone, M. R., Russell, M., & Cooper, M. L. (1992). Prevalence of work-family conflict: Are work and family boundaries asymmetrically permeable? Journal of Organizational Behavior, 13(7), 723–729. https://doi.org/10.1002/JOB.4030130708
  43. Gan, C., Guo, W., Chai, Y., & Wang, D. (2019). Unethical leader behavior and employee performance: a deontic justice perspective. Personnel Review, 49(1), 188–201. https://doi.org/10.1108/PR-08-2018-0290
  44. Ghani, U., Teo, T., Li, Y., Usman, M., Islam, Z. U., Gul, H., … Zhai, X. (2020). Tit for tat: Abusive supervision and knowledge hiding-the role of psychological contract breach and psychological ownership. International Journal of Environmental Research and Public Health, 17(4), 1–16. https://doi.org/10.3390/ijerph17041240
  45. Ghislieri, C., Molino, M., Dolce, V., Sanseverino, D., & Presutti, M. (2021). Work-family conflict during the Covid-19 pandemic: teleworking of administrative and technical staff in healthcare. An Italian study. La Medicina Del Lavoro, 112(3), 229. https://doi.org/10.23749/MDL.V112I3.11227
  46. Gopakumar, K. V., & Singh, S. (2019). Can subordinate voice prevail with abusive supervision?: A conceptual model using conservation of resources perspective. Management Research Review, 43(7), 773–786. https://doi.org/10.1108/MRR-07-2019-0324
  47. Greenhaus, J. H., Allen, T. D., & Spector, P. E. (2006). Health Consequences of Work–Family Conflict: The Dark Side of the Work–Family Interface. In Research in Occupational Stress and Well Being (Vol. 5, pp. 61–98). Emerald Group Publishing Limited. https://doi.org/10.1016/S1479-3555(05)05002-X
  48. Haar, J. M., De Fluiter, A., & Brougham, D. (2016). Abusive supervision and turnover intentions: The mediating role of perceived organisational support. Journal of Management and Organization, 22(2), 139–153. https://doi.org/10.1017/jmo.2015.34
  49. Harms, P. D., Credé, M., Tynan, M., Leon, M., & Jeung, W. (2017). Leadership and stress: A meta-analytic review. The Leadership Quarterly, 28(1), 178–194. https://doi.org/10.1016/j.leaqua.2016.10.006
  50. Hershcovis, M. S. (2011). “Incivility, social undermining, bullying...oh my!”: A call to reconcile constructs within workplace aggression research. Journal of Organizational Behavior, 32(3), 499–519. https://doi.org/10.1002/job.689
  51. Hobfoll, S. E. (1989). Conservation of Resources: A New Attempt at Conceptualizing Stress. American Psychologist, 44(3), 513–524. https://doi.org/10.1037/0003-066X.44.3.513
  52. Hobfoll, S. E., Halbesleben, J., Neveu, J.-P., & Westman, M. (2018). Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 103–128. https://doi.org/10.1146/annurev-orgpsych-032117-104640
  53. Hogan, R., & Hogan, J. (2001). Assessing Leadership: A View from the Dark Side. International Journal of Selection and Assessment, 9(1&2), 40–51. https://doi.org/10.1111/1468-2389.00162
  54. Hutagalung, L., Purwanto, A., & Prasetya, A. B. (2020). The Five Leadership Style in Time of Pandemic Covid-19 throughout Industrial Revolution 4.0 as compared to Humane Leadership. International Journal of Social, Policy, and Law, 1(1), 79–87. Retrieved from https://ijospl.org/index.php/ijospl/article/view/21
  55. Kane, G. C., Nanda, R., Phillips, A., & Copulsky, J. (2021). Redesigning the Post-Pandemic Workplace. Sloan Management Review, 62(3), 19. Retrieved from https://www.proquest.com/openview/5626eedc2b43e877a8c69529e0362451/1?pq-origsite=gscholar&cbl=26142
  56. Khan, S. (2020). Do workplace contextual factors engender abusive supervision? Australian Journal of Management, 46(1), 1–19. https://doi.org/10.1177/0312896219899435
  57. Kim, S. L., Lee, S., & Yun, S. (2016). Abusive supervision, knowledge sharing, and individual factors: A conservation-of-resources perspective. Journal of Managerial Psychology, 31(6), 1106–1120. https://doi.org/10.1108/JMP-05-2015-0169
  58. Kissler, G. D. (2001). e-Leadership. Organization Dynamics, 30(2), 121–133.
  59. Koehn, M. A., Okan, C., & Jonason, P. K. (2019). A primer on the Dark Triad traits. Australian Journal of Psychology, 71(1), 7–15. https://doi.org/10.1111/ajpy.12198
  60. Kowalski, R. M., Toth, A., & Morgan, M. (2017). Bullying and cyberbullying in adulthood and the workplace. Https://Doi.Org/10.1080/00224545.2017.1302402, 158(1), 64–81. https://doi.org/10.1080/00224545.2017.1302402
  61. Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive Leadership: A Theoretical Review, Integration, and Future Research Agenda. Journal of Management, 39(5), 1308–1338. https://doi.org/10.1177/0149206312471388
  62. Lambert, L. S., Edwards, J. R., & Cable, D. M. (2003). Breach and fulfillment of the psychological contract: A comparison of traditional and expanded views. Personnel Psychology, 56(4), 895–934. https://doi.org/10.1111/j.1744-6570.2003.tb00244.x
  63. Lim, V. K. G., & Teo, T. S. H. (2009). Mind your E-manners: Impact of cyber incivility on employees’ work attitude and behavior. Information & Management, 46(8), 419–425. https://doi.org/10.1016/J.IM.2009.06.006
  64. Lopes, B. C., Kamau, C., & Jaspal, R. (2019). Coping With Perceived Abusive Supervision: The Role of Paranoia. Journal of Leadership and Organizational Studies, 26(2), 237–255. https://doi.org/10.1177/1548051818795821
  65. Lopez-Leon, S., Forero, Di. A., & Ruiz-DIáz, P. (2020). Recommendations for working from home during the COVID-19 pandemic (and beyond). Work, 66(2), 371–375. https://doi.org/10.3233/WOR-203187
  66. Luthans, F., Avey, J. B., Avolio, B. J., Norman, S. M., & Combs, G. M. (2006). Psychological capital development: Toward a micro-intervention. Journal of Organizational Behavior, 27(3), 387–393. https://doi.org/10.1002/job.373
  67. Luthans, F., Avey, J. B., & Lincoln, N. (2008). Experimental analysis of a web-based training intervention to develop positive psychological capital. Academy of Management Learning & Education, 7(2), 209–221. https://doi.org/10.5465/AMLE.2008.32712618
  68. Lyu, D., Ji, L., Zheng, Q., Yu, B., & Fan, Y. (2019). Abusive supervision and turnover intention: Mediating effects of psychological empowerment of nurses. International Journal of Nursing Sciences, 6(2), 198–203. https://doi.org/10.1016/j.ijnss.2018.12.005
  69. Lyu, Y., Zhu, H., Zhong, H.-J., & Hu, L. (2016). Abusive supervision and customer-oriented organizational citizenship behavior: The roles of hostile attribution bias and work engagement. International Journal of Hospitality Management, 53(February), 69–80. https://doi.org/10.1016/j.ijhm.2015.12.001
  70. Mackey, J. D., Frieder, R. E., Brees, J. R., & Martinko, M. J. (2017). Abusive Supervision: A Meta-Analysis and Empirical Review. Journal of Management, 43(6), 1940–1965. https://doi.org/10.1177/0149206315573997
  71. Mackey, J. D., Parker Ellen, B., McAllister, C. P., & Alexander, K. C. (2021). The dark side of leadership: A systematic literature review and meta-analysis of destructive leadership research. Journal of Business Research, 132(8), 705–718. https://doi.org/10.1016/j.jbusres.2020.10.037
  72. Martinko, M. J., Harvey, P., Brees, J. R., & Mackey, J. (2013). A review of abusive supervision research. Journal of Organizational Behavior, 34(1), 120–137. https://doi.org/10.1002/job.1888
  73. Martinko, M. J., Sikora, D., & Harvey, P. (2012). The relationships between attribution styles, LMX, and perceptions of abusive supervision. Journal of Leadership and Organizational Studies, 19(4), 397–406. https://doi.org/10.1177/1548051811435791
  74. Mathieu, C., & Babiak, P. (2016). Corporate psychopathy and abusive supervision: Their influence on employees’ job satisfaction and turnover intentions. Personality and Individual Differences, 91(1), 102–106. https://doi.org/10.1016/j.paid.2015.12.002
  75. Mathieu, C., Neumann, C. S., Hare, R. D., & Babiak, P. (2014). A dark side of leadership: Corporate psychopathy and its influence on employee well-being and job satisfaction. Personality and Individual Differences, 59(1), 83–88. https://doi.org/10.1016/j.paid.2013.11.010
  76. Mustajab, D., Bauw, A., Rasyid, A., Irawan, A., Akbar, M. A., & Hamid, M. A. (2020). Working From Home Phenomenon As an Effort to Prevent COVID-19 Attacks and Its Impacts on Work Productivity. The International Journal of Applied Business, 4(1), 13–21. https://doi.org/10.20473/tijab.V4.I1.2020.13-21
  77. Nemteanu, M.-S., Dinu, V., & Dabija, D.-C. (2021). Job Insecurity, Job Instability, and Job Satisfaction in the Context of the COVID-19 Pandemic. Journal of Competitiveness, 13(2), 65–82. https://doi.org/10.7441/joc.2021.02.04
  78. Newman, A., Ucbasaran, D., Zhu, F., & Hirst, G. (2014). Psychological capital: A review and synthesis. Journal of Organizational Behavior, 35(1), 120–138. https://doi.org/10.1002/job.1916
  79. Niven, K., Connolly, C., Stride, C. B., & Farley, S. (2021). Daily effects of face-to-face and cyber incivility via sadness, anger and fear. Work & Stress, 1–17. https://doi.org/10.1080/02678373.2021.1976882
  80. Nyberg, A., Holmberg, I., Bernin, P., Alderling, M., Åkerblomc, S., Widerszal-Bazyld, M., … Theorell, T. (2011). Destructive managerial leadership and psychological well-being among employees in Swedish, Polish, and Italian hotels. Work, 39(3), 267–281. https://doi.org/10.3233/WOR-2011-1175
  81. Oc, B. (2018). Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes. Leadership Quarterly, 29(1), 218–235. https://doi.org/10.1016/j.leaqua.2017.12.004
  82. Ospina, S., & Foldy, E. (2009). A critical review of race and ethnicity in the leadership literature: Surfacing context, power and the collective dimensions of leadership. Leadership Quarterly, 20(6), 876–896. https://doi.org/10.1016/j.leaqua.2009.09.005
  83. Othman, R., Fang Ee, F., & Lay Shi, N. (2010). Understanding dysfunctional leader‐member exchange: antecedents and outcomes. Leadership & Organization Development Journal, 31(4), 337–350. https://doi.org/10.1108/01437731011043357
  84. Park, Y., Fritz, C., & Jex, S. M. (2018). Daily Cyber Incivility and Distress: The Moderating Roles of Resources at Work and Home. Journal of Management, 44(7), 2535–2557. https://doi.org/10.1177/0149206315576796
  85. Paulhus, D. L. (2014). Toward a Taxonomy of Dark Personalities. Current Directions in Psychological Science, 23(6), 421–426. https://doi.org/10.1177/0963721414547737
  86. Peeters, M. C. W., Montgomery, A. J., Bakker, A. B., & Schaufeli, W. B. (2005). Balancing Work and Home: How Job and Home Demands Are Related to Burnout. International Journal of Stress Management, 12(1), 43–61. https://doi.org/10.1037/1072-5245.12.1.43
  87. Pelletier, K. L. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership, 6(4), 373–389. https://doi.org/10.1177/1742715010379308
  88. Peng, A. C., Schaubroeck, J. M., & Li, Y. (2014). Social exchange implications of own and coworkers’ experiences of supervisory abuse. Academy of Management Journal, 57(5), 1385–1405. https://doi.org/10.5465/amj.2012.0080
  89. Piotrowski, C. (2018). The dark triad in leadership research: The adult bully syndrome in action. Psychology and Education, 55(3–4), 101–110.
  90. Pradhan, S., Srivastava, A., & Mishra, D. K. (2019). Abusive supervision and knowledge hiding: the mediating role of psychological contract violation and supervisor directed aggression. Journal of Knowledge Management, 24(2), 216–234. https://doi.org/10.1108/JKM-05-2019-0248
  91. Purvanova, R. K., & Bono, J. E. (2009). Transformational leadership in context: Face-to-face and virtual teams. Leadership Quarterly, 20(3), 343–357. https://doi.org/10.1016/j.leaqua.2009.03.004
  92. Robinson, S. L. (1996). Trust and breach of the psychological contract. Administrative Science Quarterly, 41(4), 574–599. https://doi.org/10.2307/2393868
  93. Robinson, S. L., & Rousseau, D. M. (1994). Violating the psychological contract: not the exception but the norm. Journal of Organizational Behavior, 15(3), 245–259.
  94. Rousseau, D. M. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2(2), 121–139. https://doi.org/10.1007/BF01384942
  95. Rousseau, D. M. (1990). New hire perceptions of their own and their employer’s obligations: A study of psychological contracts. Journal of Organizational Behavior, 11(5), 389–400. https://doi.org/10.1002/job.4030110506
  96. Rousseau, D. M. (2005). Developing psychological contract theory. In Great Minds in Management (pp. 190–214). Oxford: Oxford University Press.
  97. Rysavy, M. D. T., & Michalak, R. (2020). Working from Home: How We Managed Our Team Remotely with Technology. Journal of Library Administration, 60(5), 532–542. https://doi.org/10.1080/01930826.2020.1760569
  98. Saleem, S., Yusaf, S., Sarwar, N., Raziq, M. M., & Malik, O. F. (2021). Linking Abusive Supervision to Psychological Distress and Turnover Intentions Among Police Personnel: The Moderating Role of Continuance Commitment. Journal of Interpersonal Violence, 36(9–10), 4451–4471. https://doi.org/10.1177/0886260518791592
  99. Sarwar, A., Khan, M., & Mujtaba, B. (2017). Despotic Leadership , Workplace Ostracism and Knowledge Hoarding : A Serial M ediation M odel. SAM Advanced Management Journal, 82(4), 4–19. Retrieved from https://www.questia.com/library/journal/1G1-567547340/despotic-leadership-workplace-ostracism-and-knowledge
  100. Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. Leadership Quarterly, 24(1), 138–158. https://doi.org/10.1016/j.leaqua.2012.09.001
  101. Sendjaya, S., & Sarros, J. C. (2002). Servant Leadership: Its Origin, Development, and Application in Organizations. Journal of Leadership & Organizational Studies, 9(2), 57–64. https://doi.org/10.1177/107179190200900205
  102. Seo, Y., & Chung, S. W. (2019). Abusive Supervision, Psychological Capital, and Turnover Intention: Evidence from Factory Workers in China. Relations Industrielles / Industrial Relations, 74(2), 377–404. https://doi.org/10.7202/1062088ar
  103. Shamir, B., & Salomon, I. (1985). Work-At-Home and the Quality of Working Life. Academy of Management Review, 10(3), 455–464. https://doi.org/10.5465/amr.1985.4278957
  104. Shirmohammadi, M., Au, W. C., & Beigi, M. (2022). Remote work and work-life balance: Lessons learned from the covid-19 pandemic and suggestions for HRD practitioners. Human Resource Development International, 25(2), 163–181. https://doi.org/10.1080/13678868.2022.2047380
  105. Slonje, R., & Smith, P. K. (2008). Cyberbullying: Another main type of bullying? Scandinavian Journal of Psychology, 49(2), 147–154. https://doi.org/10.1111/J.1467-9450.2007.00611.X
  106. Spain, S. M., Harms, P. D., & Wood, D. (2016). Stress, Well-Being, and the Dark Side of Leadership. In Research in Occupational Stress and Well Being (Vol. 14, pp. 33–59). Binghamton: Emerald Group Publishing Ltd. https://doi.org/10.1108/S1479-355520160000014002
  107. Spurk, D., & Straub, C. (2020). Flexible employment relationships and careers in times of the COVID-19 pandemic. Journal of Vocational Behavior, 119(June), 1–4. https://doi.org/10.1016/j.jvb.2020.103435
  108. Stich, J.-F. (2020). A review of workplace stress in the virtual office. Intelligent Buildings International, 12(3), 208–220. https://doi.org/10.1080/17508975.2020.1759023
  109. Tepper, B. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261–289. https://doi.org/10.1177/0149206307300812
  110. Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178–190. https://doi.org/10.2307/1556375
  111. Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C., & Hua, W. (2009). Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis. Organizational Behavior and Human Decision Processes, 109(2), 156–167. https://doi.org/10.1016/j.obhdp.2009.03.004
  112. Tepper, B. J., Moss, S. E., Lockhart, D. E., & Carr, J. C. (2007). Abusive supervision, upward maintenance communication, and subordinates’ psychological distress. Academy of Management Journal, 50(5), 1169–1180. https://doi.org/10.2307/20159918
  113. Tepper, B. J., Simon, L., & Park, H. M. (2017). Abusive Supervision. Annual Review of Organizational Psychology and Organizational Behavior, 4(1), 123–152. https://doi.org/10.1146/annurev-orgpsych-041015-062539
  114. Tillman, C. J., Gonzalez, K., Crawford, W. S., & Lawrence, E. R. (2018). Affective responses to abuse in the workplace: The role of hope and affective commitment. International Journal of Selection and Assessment, 26(1), 57–65. https://doi.org/10.1111/ijsa.12203
  115. Valle, M., Kacmar, K. M., Zivnuska, S., & Harting, T. (2019). Abusive supervision, leader-member exchange, and moral disengagement: A moderated-mediation model of organizational deviance. Journal of Social Psychology, 159(3), 299–312. https://doi.org/10.1080/00224545.2018.1466776
  116. Van Dierendonck, D., Borrill, C., Haynes, C., & Stride, C. (2004). Leadership Behavior and Subordinate Well-Being. Journal of Occupational Health Psychology, 9(2), 165–175. https://doi.org/10.1037/1076-8998.9.2.165
  117. Vo-Thanh, T., Vu, T.-V., Nguyen, N. P., Nguyen, D. Van, Zaman, M., & Chi, H. (2021). How does hotel employees’ satisfaction with the organization’s COVID-19 responses affect job insecurity and job performance? Journal of Sustainable Tourism, 29(6), 907–925. https://doi.org/10.1080/09669582.2020.1850750
  118. Volmer, J., Koch, I. K., & Göritz, A. S. (2016). The bright and dark sides of leaders’ dark triad traits: Effects on subordinates’ career success and well-being. Personality and Individual Differences, 101(October), 413–418. https://doi.org/10.1016/j.paid.2016.06.046
  119. Vought, W. X. (2017). E-leadership in Practice: The Components of Transformational Leadership in Virtual Business Environments (St. John Fisher College). St. John Fisher College. Retrieved from https://fisherpub.sjfc.edu/education_etd/323
  120. Wang, D., Li, X., Zhou, M., Maguire, P., Zong, Z., & Hu, Y. (2019). Effects of abusive supervision on employees’ innovative behavior: The role of job insecurity and locus of control. Scandinavian Journal of Psychology, 60(2), 152–159. https://doi.org/10.1111/sjop.12510
  121. Wang, R., Jiang, J., Yang, L., & Shing Chan, D. K. (2016). Chinese employees’ psychological responses to abusive supervisors: The roles of gender and self-esteem. Psychological Reports, 118(3), 810–828. https://doi.org/10.1177/0033294116644369
  122. Webster, V., Brough, P., & Daly, K. (2016). Fight, Flight or Freeze: Common Responses for Follower Coping with Toxic Leadership. Stress and Health, 32(4), 346–354. https://doi.org/10.1002/smi.2626
  123. Wei, F., & Si, S. (2013). Psychological Contract Breach, Negative Reciprocity, and Abusive Supervision: The Mediated Effect of Organizational Identification. Management and Organization Review, 9(3), 541–561. https://doi.org/10.1111/more.12029
  124. Wen, X. L. (2013). Research on the Destructive Leadership in Virtual Enterprises. Advanced Materials Research, 712–715(June), 3199–3202. https://doi.org/10.4028/www.scientific.net/AMR.712-715.3199
  125. Wilson, J. M., Lee, J., Fitzgerald, H. N., Oosterhoff, B., Sevi, B., & Shook, N. J. (2020). Job Insecurity and Financial Concern During the COVID-19 Pandemic Are Associated With Worse Mental Health. Journal of Occupational & Environmental Medicine, 62(9), 686–691. https://doi.org/10.1097/JOM.0000000000001962
  126. Woestman, D. S., & Wasonga, T. A. (2015). Destructive Leadership Behaviors and Workplace Attitudes in Schools. NASSP Bulletin, 99(2), 147–163. https://doi.org/10.1177/0192636515581922
  127. Wu, W. L., & Lee, Y. C. (2016). Do employees share knowledge when encountering abusive supervision? Journal of Managerial Psychology, 31(1), 154–168. https://doi.org/10.1108/JMP-12-2013-0410
  128. Xu, A. J., Loi, R., & Lam, L. W. (2015). The bad boss takes it all: How abusive supervision and leader-member exchange interact to influence employee silence. Leadership Quarterly, 26(5), 763–774. https://doi.org/10.1016/j.leaqua.2015.03.002
  129. Zhang, Y., & Bednall, T. C. (2016). Antecedents of Abusive Supervision: a Meta-analytic Review. Journal of Business Ethics, 139(3), 455–471. https://doi.org/10.1007/s10551-015-2657-6
  130. Zhang, Y., & Liao, Z. (2015). Consequences of abusive supervision: A meta-analytic review. Asia Pacific Journal of Management, 32(4), 959–987. https://doi.org/10.1007/s10490-015-9425-0
  131. Zhang, Y., Liu, X., Xu, S., Yang, L. Q., & Bednall, T. C. (2019). Why Abusive Supervision Impacts Employee OCB and CWB: A Meta-Analytic Review of Competing Mediating Mechanisms. Journal of Management, 45(6), 2474–2497. https://doi.org/10.1177/0149206318823935