Bieńkowska, Agnieszka ; Tworek, Katarzyna ; Żak, Katarzyna
Współtwórca:Stankiewicz, Janina - red. nacz. ; Preston, Peter- red. jęz. ; Zmyślony, Roman - red. statyst. ; Skalik, Jan - red. ; Moczulska, Marta - red. ; Adamczyk, Janusz- red.
Tytuł:Fake leadership influence on job burnout through intentions to leave among employees
Tytuł publikacji grupowej: Temat i słowa kluczowe:fake leadership ; intentions to leave ; job burnout ; organization ; fałszywe przywództwo ; zamiary wyjazdu ; wypalenie zawodowe ; organizacja
Abstract:Research Background and Purpose: This study investigates the influence of fake leadership on employee job burnout, emphasizing the mediating role of intentions to leave. Fake leadership, characterized by leaders` intentional harmful behaviors masked under a facade of authenticity, has been linked to adverse organizational outcomes. Despite extensive literature on destructive leadership, the specific dynamics of fake leadership`s impact on job burnout through intentions to leave remain underexplored. This paper aims to fill this gap by analyzing these relationships within the context of organizational behavior. ; Design/Methodology/Approach: The research employs a quantitative approach using data from 285 organizations in Poland, gathered through the Computer-Assisted Web Interview (CAWI) method. Statistical analyses, including Pearson correlation and regression modeling with mediation, were conducted to evaluate relationships between variables. The study follows established methodologies to ensure data reliability and validity. ; Findings: The results confirm that fake leadership significantly increases job burnout among employees, with intentions to leave serving as a partial mediator. The results analysis demonstrates strong positive relationships between fake leadership and job burnout, mediated by intentions to leave. These findings underscore the compounded negative impact of fake leadership on employees` well-being and organizational stability. ; Value Added and Limitations: This study contributes to the literature by highlighting the nuanced effects of fake leadership, emphasizing its covert nature and its dual impact on individual and organizational outcomes. Practically, it underscores the importance of addressing toxic leadership behaviors and monitoring turnover intentions to mitigate burnout risks. Limitations include the non-representative sample and focus on a single geographic context (Poland), suggesting the need for broader replication across diverse settings.
Wydawca:Zielona Góra: Faculty of Economics and Management Press
Data wydania: Typ zasobu: Format: DOI: Strony: Źródło:Management, vol. 29, no 1 (2025)
Jezyk: Prawa do dysponowania publikacją: