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Toxic Leadership and Voluntary Emplo...

March, Richard P., III.

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Toxic Leadership and Voluntary Employee Turnover: A Critical Incident Study.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Toxic Leadership and Voluntary Employee Turnover: A Critical Incident Study./
Author:	March, Richard P., III.
Description:	315 p.
Notes:	Source: Dissertation Abstracts International, Volume: 76-08(E), Section: A.
Contained By:	Dissertation Abstracts International76-08A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3687400
ISBN:	9781321649437

Toxic Leadership and Voluntary Employee Turnover: A Critical Incident Study.
March, Richard P., III.

Toxic Leadership and Voluntary Employee Turnover: A Critical Incident Study. - 315 p.

Source: Dissertation Abstracts International, Volume: 76-08(E), Section: A.

Thesis (Ed.D.)--The George Washington University, 2015.

Contributing to the burgeoning corpus of literature examining the deleterious impacts of toxic leadership upon employees and organizations, the present study utilizes 15 study participants' reported critical incidents of toxic leader targeting to conceptualize and to narrate the relationship between toxic targeting and voluntary employee turnover. The study found evidence to support a direct link between toxic targeting and voluntary employee turnover and reports the categories of leader characteristics study participants' identified as toxic. Utilizing data gleaned from study participants' experiential narratives, the study presents an original metanarrative conceptual model to illustrate the stages of an overarching process all study participants reported having traversed as they reached their decision to resign in order to escape their respective toxic leaders. The process study participants traversed is examined within a broader organizational context which reveals complex organizational support systems among human resource practitioners and senior organizational leaders, who are found to collude in protecting toxic leaders to the detriment of employees. The study found that while much scholarly and practitioner-oriented literature has traditionally presented organizational leaders from a positive perspective, the negative characteristics of some leaders, and the consequences of these leaders' actions, require overt analysis and discussion because of the harm they inflict upon employees and organizations. The study concludes with recommendations for future empirical research and with practical recommendations for organizations seeking to neutralize toxic leaders and their deleterious impacts upon employees and organizations.

ISBN: 9781321649437Subjects--Topical Terms:

516664
Management.

Toxic Leadership and Voluntary Employee Turnover: A Critical Incident Study.
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100 1 $a March, Richard P., III. $3 3194876
245 1 0 $a Toxic Leadership and Voluntary Employee Turnover: A Critical Incident Study.
300 $a 315 p.
500 $a Source: Dissertation Abstracts International, Volume: 76-08(E), Section: A.
500 $a Adviser: Neal Chalofsky.
502 $a Thesis (Ed.D.)--The George Washington University, 2015.
520 $a Contributing to the burgeoning corpus of literature examining the deleterious impacts of toxic leadership upon employees and organizations, the present study utilizes 15 study participants' reported critical incidents of toxic leader targeting to conceptualize and to narrate the relationship between toxic targeting and voluntary employee turnover. The study found evidence to support a direct link between toxic targeting and voluntary employee turnover and reports the categories of leader characteristics study participants' identified as toxic. Utilizing data gleaned from study participants' experiential narratives, the study presents an original metanarrative conceptual model to illustrate the stages of an overarching process all study participants reported having traversed as they reached their decision to resign in order to escape their respective toxic leaders. The process study participants traversed is examined within a broader organizational context which reveals complex organizational support systems among human resource practitioners and senior organizational leaders, who are found to collude in protecting toxic leaders to the detriment of employees. The study found that while much scholarly and practitioner-oriented literature has traditionally presented organizational leaders from a positive perspective, the negative characteristics of some leaders, and the consequences of these leaders' actions, require overt analysis and discussion because of the harm they inflict upon employees and organizations. The study concludes with recommendations for future empirical research and with practical recommendations for organizations seeking to neutralize toxic leaders and their deleterious impacts upon employees and organizations.
590 $a School code: 0075.
650 4 $a Management. $3 516664
650 4 $a Occupational psychology. $3 2122852
690 $a 0454
690 $a 0624
710 2 $a The George Washington University. $b Education and Human Development. $3 1018508
773 0 $t Dissertation Abstracts International $g 76-08A(E).
790 $a 0075
791 $a Ed.D.
792 $a 2015
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3687400