Investigating toxic leadership’s influence on employee turnover in a clinical research organisation: The mediating role of organisational culture

Abstract

This research study aimed to explore the impact of toxic leadership on employees' intention to leave an organisation, with a specific focus on the role of organisational culture as a mediating factor. The dissertation sought to understand employees' perceptions of toxic leadership behaviours, organisational culture's favourability, and turnover intentions. It also aimed to identify perceived differences in these factors across gender, age, and job levels. Toxic leadership can lead to increased employee turnover rates, which is one of the most detrimental outcomes. Therefore, it is imperative to understand and address the detrimental effects of toxic leadership on employee retention and organisational well-being within the framework of the Clinical Research Organisation. The study adopted a quantitative approach grounded in the positivist paradigm and utilised a survey design. A total of 254 participants from a clinical research organisation participated in the study. Data analysis involved descriptive and inferential statistical methods, including t-tests, Spearman's correlations, structural equation modelling, and multiple regression. Key findings indicated that narcissistic behaviour was the most perceived form of toxic leadership. Organisational culture was more favourable for male employees, while female employees showed a higher turnover intention. Significant differences in the perception of toxic leadership and organisational culture were noted across gender, age, and job levels. However, no direct connection was found between turnover intention and toxic leadership concerning organisational culture. Additionally, the study revealed that organisational culture did not mediate the relationship between toxic leadership and turnover intention. Instead, dimensions such as abusive supervision and self-promotion emerged as significant predictors of turnover intention, with abusive supervision showing a negative association. The study concluded with recommendations for leadership training programs, cultural interventions, and communication strategies to enhance employee satisfaction and engagement. The unexpected findings highlighted the need for further research into the relationship between organisational culture and employee turnover intention.