Comparing effects of toxic leadership and team social support on job insecurity, role ambiguity, work engagement, and job performance: A multilevel mediational perspective

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dc.contributor.authorLee M
dc.date.accessioned2023-10-05T02:19:22Z
dc.date.accessioned2023-10-12T22:16:20Z
dc.date.available2023-10-05T02:19:22Z
dc.date.available2023-10-12T22:16:20Z
dc.date.issued2023-09-28
dc.date.updated2023-10-01T22:18:25Z
dc.description.abstractWhile job demands have been known to reduce work engagement and job performance, the literature has not investigated uncertainty-based job demands such as job insecurity and role ambiguity. Acknowledging that leadership and team members are critical for reducing an employee's job demands and increasing an employee's job performance, the current study, drawing on social information processing theory, probes the roles of toxic leadership and team social support in shaping employee job demands (i.e., job insecurity & role ambiguity) and, subsequently, work engagement and job performance. A sample of 265 employees (50.9% males) in 48 teams from various private organizations in Malaysia participated in the study. The results showed that toxic leadership was positively related to job demands and negatively related to job performance, while team social support was negatively related to job demands and positively related to work engagement. Furthermore, work engagement mediated the relationship between job demands and job performance. Role ambiguity only mediated the relationship between toxic leadership and work engagement, while job insecurity only mediated the relationship between team social support and work engagement. The current study highlights the distinctive roles of toxic leadership and team social support in the relationships with employee job demands, work engagement, and job performance.
dc.description.confidentialfalse
dc.identifier.citationLee M. (2023). Comparing effects of toxic leadership and team social support on job insecurity, role ambiguity, work engagement, and job performance: A multilevel mediational perspective. Asia Pacific Management Review.
dc.identifier.doi10.1016/j.apmrv.2023.09.002
dc.identifier.elements-typejournal-article
dc.identifier.harvestedMassey_Dark
dc.identifier.urihttp://hdl.handle.net/10179/20213
dc.languageEnglish
dc.publisherElsevier
dc.relation.isPartOfAsia Pacific Management Review
dc.relation.urihttps://www.sciencedirect.com/science/article/pii/S1029313223000775
dc.rightsCC BY-NC-ND 4.0en_US
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/en_US
dc.subjecttoxic leadership
dc.subjectteam social support
dc.subjectjob insecurity
dc.subjectrole ambiguity
dc.subjectwork engagement
dc.subjectjob performance
dc.subjectmultilevel perspective
dc.titleComparing effects of toxic leadership and team social support on job insecurity, role ambiguity, work engagement, and job performance: A multilevel mediational perspective
dc.typeJournal article
pubs.elements-id480642
pubs.organisational-groupCollege of Humanities and Social Sciences
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