Psychology Research and Behavior Management (Jul 2022)
Toxic Leadership and Empowering Leadership: Relations with Work Motivation
Abstract
Carla Santarém Semedo,1 Ana Salvador,2 Nuno Rebelo Dos Santos,1 Leonor Pais,3 Lisete Mónico3 1Research Centre in Education and Psychology (CIEP-UÉ), Department of Psychology, School of Social Sciences, Universidade de Évora, Évora, Portugal; 2Department of Psychology, School of Social Sciences, Universidade de Évora, Évora, Portugal; 3Center for Research in Neuropsychology and Cognitive and Behavioral Intervention (CINEICC), Faculty of Psychology and Education Sciences, University of Coimbra, Coimbra, PortugalCorrespondence: Carla Santarém Semedo, Department of Psychology, Universidade de Évora, Colégio Pedro da Fonseca, Parque Industrial e Tecnológico de Évora, Rua da Barba Rala, Apartado 94, Évora, 7002-554, Portugal, Tel +351 266 740 800, Fax +351 266 740 806, Email [email protected]: The present study aims to verify the association between two opposing models of leadership, toxic and empowering, and the different dimensions of work motivation.Participants and Methods: Three questionnaires (Toxic Leadership Scale, Empowering Leadership Questionnaire, and Multidimensional Work Motivation Scale) were applied to 408 workers. Cluster analysis was performed.Results: Cluster analysis produced eight clusters based on the different configurations of leadership dimensions, namely coercive, centralizer, false paternalistic, toxic role model, coach, narcissistic-empowering, toxic, and empowering. Those clusters relate differently to work motivation dimensions.Conclusion: The profiles with higher scores in empowering leadership dimensions are more generally related to autonomous regulation (identified and intrinsic work motivation). The profiles with higher toxic leadership dimensions are more related to amotivation and controlled regulation (extrinsic work motivation). One profile stood out: the narcissistic-empowering profile that combines high scores in narcissistic leadership and empowering leadership dimensions. This profile unexpectedly relates significantly to autonomous regulation. This study contributed to the knowledge of the work motivation dimensions concerning empowerment and toxic leadership. Therefore, it contributes to deepening the nomological network of the concepts and providing inputs to human resource processes suitable to improving the organizational results and the workers’ quality of life.Keywords: leadership profiles, narcissistic-empowering leaders, Empowering Leadership Questionnaire, Toxic Leadership Scale, Multidimensional Work Motivation Scale
