Destructive Leadership In Non-Profit Organizations

367 Words 2 Pages
Non-profit organizations are major contributors to social and economic well-being throughout the world. The creation of wealth is not the main objective for non-profit organization; rather they need to serve a social purpose, while maintaining financial sustainability (Moss, Short, Payne, & Lumpkin, 2010). The non-profit sector is not immune from the damage caused by destructive leaders. The destructive leaders are those whose actions have catastrophic effects on everything from the morale of the employees to the safety of the workplace. There are drastic changes taking place in employment relationships that have an impact on the way resources are distributed in society (Bidwell, Briscoe, Fernandez-Mateo & Sterling, 2013). These changes are a result of a combination of environmental disorders, political action, technological advancement, globalization, and demographic shifts.
As in any type of organization, when the leadership of a non-profit organization is unsupportive or even characterized as bad, destructive, or toxic, it can undermine employees in many ways. For instance, poor leadership has
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It can also lead to the reduction of employee motivation, well-being, and job satisfaction as well as undermining organizational goals, tasks, resources, and effectiveness (Einarsen, Aasland, & Skogstad, 2007). Therefore, the purpose of this qualitative study is to explore and describe the lived experiences of employees who suffer from toxic leadership in non-profit organizations by understanding how toxic leadership influences employee engagement, the turnover decision process, and organizational citizenship behavior (OCB) in real-time. Overall, the goal of the study is to go beyond correlations and empiricism to discover how non-profit employees cope and function under toxic

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