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.

Background leadership has not always shown its nice face; rather, in some cases, it has exhibited the dark part such as the authoritarian leadership and Machiavellian leadership which could negatively affects the organization and its performance. Therefore, the purpose of current study is to explain the mediating role of authoritarian leadership and organizational cynicism in the relationship between Machiavellian leadership and employees’ deviant behavior. Methods This research is descriptive– correlation study. The statistical population of the study consisted of the employees of one of the governmental organization of Shiraz, a total of 127 subjects were selected by random sampling as a statistical sample. The instruments for data collection were questionnaire. To analyze the collected data, vertical factor analysis and structural equation modeling and smart PLS software were used. Results Based on the results of the study, it was found that Machiavellian leadership has a positive and significant relationship with authoritarian leadership, organizational cynicism, and deviant behavior. Results also show authoritarian leadership has a positive and significant relationship with organizational cynicism, but its relationship with deviant behavior is not confirmed. It was also shown that organizational cynicism has a positive and significant relationship with incidence of deviant behavior. Finally, the role of mediator of organizational cynicism in the relationship between Machiavellian leadership and deviant behavior was confirmed, and also the mediator role of the authoritarian leadership in the relationship between Machiavellian leadership and deviant behavior was rejected. Conclusion In this research, it has been shown that in parallel with the increase of the Machiavellian level of leaders, the rate of authoritarian leadership, organizational cynicism and deviant behavior would also increase. Meanwhile, organizational cynicism, unlike the authoritarian leadership, would increases the intensity of the relationship between Machiavellian leadership and deviant behavior.

Background Unethical and Destructive leaders can negatively influence their organizations and employees by neglecting ethical and human standards. This negative impact, if continued, could result in the loss of efficiency and performance of employees and organizations. This research was administered with the aim of investigating structural model of the relationship between destructive leadership with emotional exhaustion and job performance. Method Research method was correlation and statistical population includes the employees of Zobahan thermal power joint stock company employees in Isfahan city, among them 314 persons were selected using in access sampling. Research instruments include destructive leadership questionnaire, emotional exhaustion questionnaire and job performance. Data were analyzed using Pearson’ s correlation coefficient and structural equation modeling (SEM). Results Results revealed that there is a positive significant relationship between destructive leadership and emotional exhaustion (p<0. 01), but there is a negative significant relationship between destructive leadership and job performance (p<0. 01). Also results revealed that there is a negative significant relationship between emotional exhaustion and job performance (p<0. 01). Results of structural equation modeling (SEM) revealed that, destructive leadership either has direct and significant relationship or indirect relationship through emotional exhaustion with job performance. Also the results showed that, emotional exhaustion is a partial mediator variable on the relationship between destructive leadership and job performance. Conclusion The results of this research showed that destructive leadership can lead to symptoms of emotional exhaustion and, consequently, loss of staff performance.

Background: Abusive supervision is one of the Unethical leadership styles that has many negative consequences on individual, group, and organizational levels. Accordingly, in this research, we investigated the effect of this Unethical leadership style on organizational citizenship behavior by considering the mediating role of psychological contract violation and organizational cynicism. Method: This research is applied in terms of purpose and is a descriptive survey. The statistical population of the study consisted of employees of public institutions in Arsanjan city. Using Morgan table, 132 samples were selected. Sampling method was also available randomly. A questionnaire was used to collect data. To analyze the collected data, Vertical Factor Analysis and Structural Equation Modeling and Smart PLS software were used. Results: The Results: of the research confirm the positive and significant relationship between abusive supervision and psychological contract violation and organizational cynicism and there was a negative and significant relationship whit organizational citizenship behavior. Also, the negative and significant relation between psychological contract violation and organizational cynicism with organizational citizenship behavior was confirmed. Finally, it was revealed that two variables of psychological contract violation and organizational cynicism played a role of mediator in the relationship between abusive supervision and organizational citizenship behavior. Conclusion: The Results: of the study indicate the destructive and negative effects of abusive supervision on organizational citizenship behavior, which psychological contract violation and organizational cynicism to increase the intensity of this effect.

Background Abusive supervision has been recognized as one of the most counter production leadership styles, due to having very negative consequences at the individual, group, organizational and outsourcing levels and not addressing this issue in previous research. The purpose of this research was to identify and ranking of antecedents of abusive supervision. Method This research is descriptive – correlation. The statistical population of the study consisted of 12 executive managers in Arsanjan which were identified and selected by concept sampling and snowball sampling. By reviewing the literature and the background of the research, the antecedents were identified and Fuzzy Delphi technique was used to ensure the correctness of identified developments and in order to rank them, the paired comparison questionnaire was distributed among experts and after collection, it was analyzed by Expert Choice 11 software and the AHP technique. Results The results showed that the leadership style with a weight of 0/478 was ranked first; the supervisorschr('39') characteristics with the weight of 0/218 were ranked second, and the subordinate related antecedents with a weight of 0/0139 were ranked third in importance. Stressors and negative affective state of supervisors weighing 0/071; organization related antecedents with a weight of 0/061 and demographic characteristics of supervisors and subordinates with a weight of 0/032 were ranked fourth to sixth respectively. Also, sub antecedents related to each event were also identified and ranked. Conclusion Based on research findings, leadership style and subordinateschr('39') characteristics have the greatest impact on abusive supervision. The research results can be used in planning and training efforts to prevent the emergence of this Unethical leadership style.

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.

This research was administered with the aim of investigating the relationship between despotic leadership and Unethical behaviors. From statistical population of an industrial company in Isfahan city, 254 people were selected by using simple random sampling. Research instruments were included despotic leadership questionnaire with 6 items, organizational anomie questionnaire with 8 items, job alienation questionnaire with 8 items, perceived normative conflict questionnaire with 5 items, and Unethical behaviors questionnaire with 5 items. Data were analyzed using Structure Equation Modeling (SEM). Structural equation modeling revealed that firstly despotic leadership reinforces the organizational anomie, job alienation, and perceived normative conflict, then organizational anomie reinforces job alienation and perceived normative conflict, and finally perceived normative conflict reinforces the Unethical behaviors. The results of mediation analysis revealed that the organizational anomie, job alienation, and perceived normative conflict are mediator variables in the relationship between despotic leadership and Unethical behaviors.

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

Background Unethical Behavior and lack of adherence to scientific ethics, is a serious problem in higher education. In this line, the aim of the present study, is explanation of the lack of scientific integrity and its associated factors among graduate students of Isfahan University. Method This study is an applied-correlation research. Population of the study includes all Graduate students of Isfahan University. Among all, 290 subjects were selected as a sample group. Data were gathered by self-report questionnaire. Data were analyzed by using SPSS and Amos software. Results More than 70 percent of students said they did not commit any of scientific misconduct raised in this study and the most frequent cases of academic dishonesty are mild rather than severe cases. Further analysis also shows that among the independent variables, the attitude towards teachers to deterrence and negative attitude to fraud have a direct effect on academic dishonesty. Conclusion The lack of professor's serious commitment to scientific integrity on the one hand and the relatively positive attitude of students to commit academic dishonesty are among important factors underlie the misconducts of students. Along with other preventive measures, including laws and policy making, education and raising awareness of scientific actors have high priority.