Investigating toxic leadership’s influence on employee turnover intention in a clinical research organisation

Abstract

Orientation: This study examines the impact of toxic leadership (TL) on employees’ intentions to leave a South African clinical research organisation (CRO) and how organisational culture (OC) mediates this relationship. Research purpose: The research aimed to evaluate how toxic leadership behaviours affect employee turnover intentions (TIs) and determine to what extent OC mediates this relationship. Motivation for the study: In the context of CROs, the negative impact of TL on the retention and health of employees and organisations, in the case described in this article, is crucial to understand and mitigate. Research approach/design and method: This study used a quantitative and cross-sectional correlational design to collect data on employee perceptions of TL and OC within the CRO. Main findings: Toxic leadership significantly impacts employee TIs, and the OC is an essential mediator in this relationship. Practical/managerial implications: The results highlighted the need for organisations to address toxic leadership and to actively cultivate a positive OC to improve employee retention and reduce TIs. Contribution/value-add: This research provides empirical evidence of toxic leadership’s impact on TIs and the extent to which OC mediates this relationship. It reveals how OC mediates this relationship. The study contributes to the widest literature on leadership and organisational behaviour. It provides valuable insights into management practices for improving organisational health and employee well-being.

Keywords

• toxic leadership
• organisational culture
• turnover intention
• clinical research organisation
• abusive supervision
• employee retention