Araştırma Makalesi

Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation

Cilt: 20 Sayı: 2 1 Ağustos 2025
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Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation

Öz

This study aims to determine the relationship between dark leadership, perceived victimization, and inner resignation from the perspective of employees of public institutions. For this purpose, data were collected from 385 public institution employees using the survey technique. The findings showed that dark leadership has a positive relationship with inner resignation and perceived victimization. In addition, a positive relationship was also found between inner resignation and perceived victimization. The remarkable finding of the study is that perceived victimization plays a mediating role in the relationship between dark leadership and inner resignation. The study provides evidence of the existence of dark leadership in public institutions and emphasizes the need for positive leadership in organizations. Thus, the results offer important implications for managers and researchers.

Anahtar Kelimeler

Etik Beyan

Bu çalışma, Burdur Mehmet Akif Ersoy Üniversitesi Girişimsel Olmayan Klinik Araştırmalar Etik Kurulunun 06.03.2024 tarih ve GO2024/114 sayılı onayı çerçevesinde bilimsel araştırma ve yayın etiği kurallarına uygun olarak hazırlanmıştır.

Kaynakça

  1. An, M., Boyajian, M. E., & O’Brien, K. E. (2016). Perceived victimization as the mechanism underlying the relationship between work stressors and counterproductive work behaviors. Human Performance, 29(5), 347-361. https://doi.org/10.1080/08959285.2016.1172585
  2. Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423. https://doi.org/10.1037/0033- 2909.103.3.411
  3. Aquino, K. (2000). Structural and individual determinants of workplace victimization: The effects of hierarchical status and conflict management style. Journal of Management, 26(2), 171-193. https://doi.org/10.1016/S0149-2063(99)00041-0
  4. Aquino, K., & Lamertz, K. (2004). A relational model of workplace victimization: Social roles and patterns of victimization in dyadic relationships. Journal of Applied Psychology, 89(6), https://doi.org/1023.10.1037/0021- 9010.89.6.1023
  5. Aquino, K., & Thau, S. (2009). Workplace victimization: Aggression from the target's perspective. Annual review of Psychology, 60, 717-741. https://doi.org/10.1146/annurev.psych.60.110707.163703
  6. Ashforth, B. E. (1997). Petty tyranny in organizations: A preliminary examination of antecedents and consequences. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 14(2), 126-140. https://doi.org/10.1111/j.1936-4490.1997.tb00124.x
  7. Aycan, Z. (2001). Human resource management in Turkey‐Current issues and future challenges. International Journal of Manpower, 22(3), 252-260. https://doi.org/10.1108/01437720110398347
  8. Başar, U. (2020). İş yerinde karanlık liderlik algısı ölçeği. İstanbul Kent Üniversitesi İnsan ve Toplum Bilimleri Dergisi, 1(1), 70-103.

Ayrıntılar

Birincil Dil

İngilizce

Konular

İşletme , İş Sistemleri (Diğer)

Bölüm

Araştırma Makalesi

Yayımlanma Tarihi

1 Ağustos 2025

Gönderilme Tarihi

13 Ekim 2024

Kabul Tarihi

10 Aralık 2024

Yayımlandığı Sayı

Yıl 2025 Cilt: 20 Sayı: 2

Kaynak Göster

APA
Taş, M. A., & Turan, O. (2025). Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi, 20(2), 631-649. https://doi.org/10.17153/oguiibf.1566509
AMA
1.Taş MA, Turan O. Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi. 2025;20(2):631-649. doi:10.17153/oguiibf.1566509
Chicago
Taş, Mehmet Ali, ve Onur Turan. 2025. “Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation”. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi 20 (2): 631-49. https://doi.org/10.17153/oguiibf.1566509.
EndNote
Taş MA, Turan O (01 Ağustos 2025) Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi 20 2 631–649.
IEEE
[1]M. A. Taş ve O. Turan, “Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation”, Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi, c. 20, sy 2, ss. 631–649, Ağu. 2025, doi: 10.17153/oguiibf.1566509.
ISNAD
Taş, Mehmet Ali - Turan, Onur. “Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation”. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi 20/2 (01 Ağustos 2025): 631-649. https://doi.org/10.17153/oguiibf.1566509.
JAMA
1.Taş MA, Turan O. Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi. 2025;20:631–649.
MLA
Taş, Mehmet Ali, ve Onur Turan. “Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation”. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi, c. 20, sy 2, Ağustos 2025, ss. 631-49, doi:10.17153/oguiibf.1566509.
Vancouver
1.Mehmet Ali Taş, Onur Turan. Reflection of Toxic Authority: Mediating Role of Perceived Victimization in the Relationship between Dark Leadership and Inner Resignation. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi. 01 Ağustos 2025;20(2):631-49. doi:10.17153/oguiibf.1566509