Background: Toxic Leadership is a kind of unethical Leadership that might cause miss-consequences in organization. In this regard, the aim of this study is to identify the consequences of Toxic Leadership and exploring their dynamics in a model. Method: This research is a qualitative-correlation methodologically. The population includes employees in 21 Rafsanjan’ s public organizations, known with research phenomenon of interest. The sample of 28 experts were selected using concept and snowball sampling. After studying literature and identifying consequences of Toxic Leadership, a half-closed Likert questionnaire was developed and distributed among mentioned experts. The questionnaires statements were screened based on fuzzy analysis. Then, the other identified consequences of Toxic Leadership were screened and after categorizing, the measure for ISM were developed and distributed among experts. Finally, data were analyzed and interpretative structural model of studied phenomenon were drew. Results: The model possessed 9 consequences in 6 levels: managerial decision making and group consequences; physical consequences; cognitive individual consequences, psychological-attitudinal individual consequences, organizational communication and climate; behavioral consequences; organizational performance and productivity; and outer-organizational consequences. Conclusion: The consequences of Toxic Leadership are as follow: weak decision making; mental de-concentration, management instability, and no meritocracy; decline of job satisfaction, self-esteem, job motivation, organizational commitment, job performance, and employees’ organizational citizenship behaviors; emergence of deviant behaviors; increase of blood pressure, muscle spasm, job stress, depression, and employees’ amazement; increase of centralized decisions, interpersonal conflict, hypocritical behaviors in interpersonal communication, organizational anomie, dysfunctional interpersonal competition, and client’ s dissatisfaction; disorder in group integrity and communication; decrease of organizational trust, cooperation, integrity, accord, interpersonal performance, productivity, and inter-organizational trust; and finally shaping the organizational mistreatment and disrespect climate.

The goal of this research is investigating the impact of Toxic Leadership on work engagement in governmental organizations in Kerman city. This study is a descriptive-correlation research that has been conducted through the survey method. Community statistical is includes employee of governmental organizations of Kerman city (seven organizations) that were selected 301 people as the sample size. Also sampling in this study is class proportional to the size of the community. Tools used to collect the data are Toxic Leadership questionnaire of Schmidt (2008) and work engagement questionnaire of Yakin and Erdil (2012) that content validity structures and reliability of their approval reached. For data analysis is used of structural equation modeling and software used are the SPSS and Amos. According to the final model can be said that Toxic Leadership and its sub variables as abusive supervision, authoritarian Leadership, narcissistic Leadership, petty tyranny and unpredictable have negative impact on employees’ work engagement. According to the results suggest that measures and mechanism is necessary in order to prevent the coming Toxic Leadership style virulent in governmental organizations.

The aim of this study was to investigate the effect of Toxic Leadership of principals on organizational trauma mediated by the hypocritical behavior of teachers. The research method was descriptive and correlational. The study population consisted of 16750 teachers all secondary school in Khuzestan province in 2021. Which was people from this population based on Cochran's formula a sample of 407 people was selected by stratified random sampling. To collect data were used Poison Leadership Questionnaire (Schmidt, 2008), Organizational Trauma Questionnaire (Vivian & Horman, 2015) and Hypocritical Behavior Questionnaire (Hadavi Nejad, 2011). Data were analyzed using pearson correlation coefficient and structural equation modeling. The results of the path analysis showed that the Toxic Leadership of managers had a positive and significant effect on organizational trauma and hypocritical behavior in secondary school teachers. Hypocritical behavior had a positive and significant effect on organizational trauma in secondary school teachers (p≤0. 05). In addition, the Toxic Leadership of principals through hypocritical behavior had an indirect, positive and significant effect on organizational trauma in secondary school teachers (p≤0. 05). So that the Toxic Leadership of managers and hypocritical behavior explained 55% of the changes in organizational trauma among secondary school teachers. It seems that the hypocritical behavior of secondary school teachers plays a mediating role in the relationship between managers' poisonous Leadership and creating organizational trauma.

The purpose of this study was to investigate the effect of Toxic Leadership on employees' social undermining, with the mediating role of organizational anomie in government organizations in Lorestan province. In terms of purpose, the present study is applied and falls into the category of descriptive correlational research. The statistical population of the study consisted of 1,350 employees of the general staff of Lorestan province based in Khorramabad city. According to the Morgan table, a sample size of 300 was selected using stratified random sampling. To measure the variables of the research, Schmidt’s Toxic Leadership questionnaire (2008), Zoghbi and Espino’s organizational anomie (2007), and the social undermining scale developed by Duffy et al. (2002) were used. The reliability of the questionnaires was confirmed by Cronbach's alpha. In this research, descriptive and inferential statistical methods were employed, and to analyze the research data, structural equation modeling and PLS software were utilized. The results indicated that Toxic Leadership, through organizational anomie, has a positive and significant effect on employees' social undermining in government organizations of Lorestan province.

Introduction: Ethical Leadership is Leadership focused on appropriate behavior through respect for ethics and values, as well as the rights and dignity of others. Ethical Leadership can add value to businesses by motivating employees and fulfilling company values. Therefore, the present research was conducted with the aim of analyzing the relationship between ethical Leadership and cooperative social responsibility and the moral climate of the organization. Material & Methods: The current research is applied in terms of purpose and descriptive and correlational in terms of data collection method. The statistical population of this research included all employees of Management and Science University (MSU) in Malaysia. Among them, 200 people were selected as the research sample using a simple random sampling method. A standard questionnaire was used to collect data. The data was analyzed by structural equation modeling method. Results: The results of statistical analysis showed that ethical Leadership has a direct and positive effect on cooperative social responsibility and ethical climate. Also, moral climate has a direct and positive effect on cooperative social responsibility. At the same time, ethical Leadership has an indirect and positive effect on cooperative social responsibility through the mediation of ethical climate. Conclusion: Ethical Leadership can affect their social responsibility by inspiring employees to motivate and align with the company's values. The results of this research showed that ethical Leadership leads to greater employee satisfaction and collaborative responsibility and leads to the formation of an ethical atmosphere in the organization

Aime: The study aim of is investigating the relationship between the Toxic leader’ s emotional exhaustion with the role of mediator of unethical behaviors based on organization silent has been accomplished. Method: The research method is descriptive-correlation. The Statistical population of the study includes all staff of Arak city service offices 27 offices and 120 employed. 101 people using Simple random sampling method was selected as a statistical sample. To collect the data, three standard questionnaires of Toxic Leadership (Hadavi nezhad & Rostaee, 2016), emotional exhaustion (Maslach & Jackson, 1981) and organizational silence(Dyne etal, 2003) were used. Result: The data collected using the Pearson correlation coefficient and structural modeling in statistical software LISREL, SPSS was analyzed. The results of the study showed that the relationship between Toxic Leadership and organizational silence with emotional exhaustion was positive and significant. The role of mediator of organizational silence in the relationship between Toxic Leadership and emotional exhaustion was positive and significant. Conclusion: to reduce emotional exhaustion in employees, it has been necessary to reduce the Toxic behaviors in the leaders and the organizational silence in the staff.

The purpose of this research was designing casual model of colluding Toxic followership using causal mapping basen on the experiences of Kerman public organizations’ experts. In this regard, after studying the literature and identifying 16 effective factors on colluding Toxic followership, a half-closed questionnaire was developed based on Likert scale and distributed among 31 experts using concept and snowball sampling. In order to screen data average fuzzy analysis was used, so the result caused to omission of a factor. Then, a matrix-structure questionnaire was designed so that data be collected based on causality among factors. In the following, after gaining confidence about lack of a significant relationship between expertise indexes and complexity and domain indexes of cognitive maps and also examining similarities of experts cognitive maps, which showed that personal features and experts membership in various organizations couldn’ t create a significant difference between experts maps, the experts consentaneous map based on relatively strong relations among factors was extracted. The result led to a model that based on it the effective process factors included forthright ambitions, conservative egoism, and hypocritical adaptability of colluders, colluders greed, and finally leader-follower consistency and accommodation...

This study was conducted to examine the impact of Toxic Leadership and bureaucratic structures on counterproductive behaviors within the Ports and Maritime Organization of Iran. The research is classified as applied research and, methodologically, is a descriptive-survey study implemented using a mixed-methods approach (qualitative-quantitative) through library and field methods (researcher-made questionnaire). The population consisted of employees and managers, with 384 individuals selected as the sample from 19 significant ports across the country using Cochran's formula and cluster sampling. The research instrument was developed after reviewing 76 valid articles and coding 32 of them through textual content analysis. Its validity was confirmed by 16 experts, comprising managers and professors from major ports with management experience and publications in the field. The reliability of the questionnaire was established with a Cronbach's alpha coefficient of 0. 852. Data analysis, conducted using SPSS and SMART-PLS software, confirmed all research hypotheses. The findings revealed a significant positive impact of counterproductive behaviors on Toxic Leadership (path coefficient = 0. 638, T = 6. 387) and a stronger impact of bureaucratic structures on Toxic Leadership (path coefficient = 0. 830, T = 10. 852). Additionally, bureaucratic structures positively influenced counterproductive behaviors (path coefficient = 0. 460, T = 4. 611), with the Sobel test (4. 244) confirming the mediating role of this variable. The results indicate that improving organizational structures and reducing counterproductive behaviors can effectively mitigate Toxic Leadership. These findings are applicable to port and shipping managers for reforming bureaucratic structures and enhancing Leadership styles.