The role of organizational indifference in the relationship between toxic leadership and counterproductive work behaviors in healthcare organizations
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Abstract
Background. In high-stress environments like healthcare, toxic leadership can deplete employees' psychological resources, leading to undesirable outcomes. Within the framework of the Job Demands-Resources (JD-R) Theory, this situation paves the way for indifference among employees and, ultimately, counterproductive actions.
Aim. This study aims to examine the mediating role of organizational indifference in the relationship between toxic leadership and counterproductive work behaviors in healthcare organizations.
Method. The sample of the study consists of 468 healthcare professionals working in a private hospital in the Central Black Sea Region. The structural validity of the data was analyzed using AMOS, and the mediation effect (Model 4) was tested using Hayes' PROCESS Macro extension.
Findings. Toxic leadership does not have a significant direct effect on counterproductive work behaviors. However, the analysis results indicate that toxic leadership increases organizational indifference, which in turn leads to counterproductive behaviors; thus, organizational indifference plays a significant mediating role (indirect effect) in this relationship.
Conclusion. The study contributes to the literature by demonstrating that the destructive effects of toxic leadership occur indirectly through the mechanism of emotional detachment and indifference that the employee develops towards the organization, rather than as a direct retaliation.
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