Liderazgo tóxico y motivación laboral de subordinados: Un estudio angoleño
Publicado
abr 9, 2024
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Google Scholar
Ana Maria Rocha
https://orcid.org/0000-0001-5331-8491
Nuno Rebelo dos Santos
http://orcid.org/0000-0002-1564-8120
Leonor Pais
http://orcid.org/0000-0002-9374-2702
https://orcid.org/0000-0001-5331-8491
Nuno Rebelo dos Santos
http://orcid.org/0000-0002-1564-8120
Leonor Pais
http://orcid.org/0000-0002-9374-2702
##plugins.themes.bootstrap3.article.details##
Resumen
El liderazgo tóxico tiene efectos perjudiciales sobre los subordinados y se ha asociado con varios resultados negativos en las organizaciones. Esta investigación tuvo como objetivo estudiar los efectos de las dimensiones del liderazgo toxico (supervisión abusiva, autoritarismo, narcisismo, autopromoción e imprevisibilidad) en la motivación laboral de los seguidores, utilizando la Teoría de la Autodeterminación. Angola enfrenta importantes desafíos de desarrollo social que dependen de la calidad del liderazgo. Participaron 219 personas (30 y 65 años), de organizaciones angoleñas de varios sectores de actividad. Se utilizaron la Escala de Liderazgo Tóxico y la Escala Multidimensional de Motivación Laboral. Se realizaron análisis de correlación y regresión. La dimensión narcisismo y la regulación identificada de la motivación laboral obtuvieron las puntuaciones más altas. El narcisismo de los líderes se correlacionó positivamente con el material externo y la motivación introyectada; autopromoción con motivación inyectada e intrínseca. Todas las dimensiones del liderazgo tóxico se correlacionaron positivamente con la desmotivación. La supervisión abusiva predice negativamente la motivación introyectada, y el narcisismo predice positivamente la regulación externa material de la motivación laboral. Estas relaciones se interpretaron como el efecto de las dimensiones tóxicas del liderazgo sobre las dimensiones de la motivación laboral. Los programas de desarrollo de liderazgo deben enfocarse en prevenir el liderazgo tóxico para lograr un impacto positivo en la regulación autónoma de los seguidores.
Keywords
toxic leadership, work motivation, self-determination theory, toxic triangle of leadershipliderazgo tóxico, motivación laboral, teoría de la autodeterminación, triángulo tóxico del liderazgo
References
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Aryee, S., Sun, L., Chen, Z. X., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: Test of a trickle-down model. Journal of Applied Psychology, 92(1), 191-201. https://doi.org/10.1037/0021-9010.92.1.191
Ashforth, B. E. (1997). Petty tyranny in organizations: A preliminary examination of antecedents and consequences. Canadian Journal of Administrative Sciences, 14(2), 126-140. https://doi.org/10.1111/j.1936-4490.1997.tb00124.x
Burton, J. B., Taylor, S. G., & Barber, L. K. (2014). Understanding internal, external, and relational attributions for abusive supervision. Journal of Organizational Behavior, 35, 871-891. https://doi.org/10.1002/job.1939
Cheng, B. Chou, L., Wu, T., Huang, M., & Farh, J. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89-117. https://doi.org/10.1111/j.1467-839X.2004.00137.x
Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44-55. https://doi.org/10.1016/0090-2616(90)90070-6
Cunha, M. P., Rego, A., Cunha, R. C., & Neves, P. (2016). Manual de Comportamento Organizacional e Gestão (8.ª ed.). Editora Sílabo.
Cunha, M. P., Fortes, A., Gomes, E., Rego, A., & Rodrigues, F. (2019). Ambidextrous leadership, paradox and contingency: evidence from Angola. The International Journal of Human Resource Management, 30(4), 1-26. https://doi.org/10.1080/09585192.2016.1201125
Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580-590. https://doi.org/10.1037/0021-9010.74.4.580
Deci, E. L., & Ryan, R.M. (2000), The ‘what’ and ‘why’ of goal pursuits: human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-68. https://doi.org/10.1207/S15327965PLI1104_01
Dos Santos, N. R., Mónico, L., Gagné, M., Forest, J., Pais, L., Cabral, P., & Ferraro, T. (2022). The Multidimensional Work Motivation Scale: Psychometric studies in Portugal and Brazil. Management Research, The Journal of the Iberoamerican Academy of Management, 20(2), 89-110. https://doi.org/10.1108/MRJIAM-07-2021-1206
Dyck, D. (2001). The toxic workplace. Benefits Canada, 25, 52-57.
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behavior: A definition and conceptual model. Leadership Quarterly, 18(3), 207-216. https://doi.org/10.1016/j.leaqua.2007.03.002
Einarsen, S., Hoel, H., Zapf, D. & Cooper, C. L. (2003). The concept of bullying at work. En S. Einarsen, H. Hoel, D. Zapf & C.L. Cooper (Eds.), Bullying and Emotional Abuse in the Workplace: International Perspectives in Research and Practice, pp. 5-33. Taylor & Francis.
Einarsen, S., Skogstad, A., Loseth, A. M. S. B., & Aasland, M. S. (2002). Destructive leadership: A behavioural model. Forskningved Institutt for samfunnspsykologi, 2(1), 55-59.
Elangoven, A. R. & Xie, J. L. (2000). Effects of perceived power of supervisor on subordinate work attitudes. Leadership and Organization Development Journal, 21(6), 319-328. https://doi.org/10.1108/01437730010343095
Ferraro, T., dos Santos, N. R., Pais, L., & Mónico, L. (2016). Historical landmarks of decent work. European Journal of Applied Business Management, 2(1), 77-96.
Flynn, G. (1999). Stop toxic leaders before they stop you!. Workforce, August, 44-46.
Francesco, A. M., & Chen, Z. X. (2000). “Cross-cultural” differences within a single culture: Power distance as a moderator of the participation-outcome relationship in the People’s Republic of China. School of Business, Business Research Centre. Hong Kong Baptist University. http://www.net2.hkbu.hk/~brc/CCMP200007.pdf
Gagné, M., Forest, J., Gilbert, M. Aubé, C., & Malorni, E. M. A. (2010). The Motivation at Work Scale: Validation Evidence in Two Languages. Educational and Psychological Measurement, 70(4), 628–646, 2010. https://doi.org/10.1177/0013164409355698
Gabriel, J. (2016). Supervisors’ toxicity as predictor of subordinates’ counter-productive work behavior in Nigerian Public Hospitals. The Journal of Applied Business Research, 32(5), 1363-1373. https://doi.org/10.19030/jabr.v32i5.9765
Gagné, M., & Deci, E. L. (2005). Self‐determination theory and work motivation. Journal of Organizational behavior, 26(4), 331-362. https://doi.org/10.1002/job.322
Gregory, B., Osmonbekov, T., & Gregory, S. T. (2009). Abusive supervision and organizational citizenship behaviors: an examination of potential boundary conditions. Working paper series of Northern Arizona University. http://franke.nau.edu/images/uploads/fcb/09-11.pdf
Hetland, H. H., Andreassen, C. S., Pallesen, S., & Notelaers, S. (2011). Leadership and fulfillment of the three basic psychological needs at work. Career Development International, 16(5), 507-523. https://doi.org/10.1108/13620431111168903
Hofstede Insights (undated). Country comparisons: Angola. https://www.hofstede-insights.com/country-comparison/angola/
House, R., Hanges, P., Javidan, M., Dorfman, P., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 societies. Sage Publications, Inc.
Hogan, R., & Hogan, J. (2001). Assessing leadership: A view from the dark side. International Journal of Selection and Assessment, 9(1-2), 40-51. https://doi.org/10.1111/1468-2389.00162
Kamoche, K., Debrah, Y., Horwitz, F. M., & Muuka, G. (2004). Managing human resources in Africa. Routledge.
Kets de Vries, M. F., & Miller, D. (1985). Narcissism and leadership: An object relations perspective. Human Relations, 38, 583-601. https://doi.org/10.1177/001872678503800606
Khan, M. R., Khan, H., Khan, M. S., Khattak, A. U., Khan, M. A., & Siraji, M. J. (2021). The Toxic Leadership and Employee Performance: Mediating Effects Of Employee Commitment. Elementary Education Online, 20(1), 4613-4625. https://www.ilkogretim-online.org/?mno=140908
Koç, O., Bozkurt, S., Taşdemir, D. D., & Günsel, A. (2022). The moderating role of intrinsic motivation on the relationship between toxic leadership and emotional exhaustion. Frontiers in Psychology, 13, 1047834. https://doi.org/10.3389/fpsyg.2022.1047834
Lipman-Blumen, J. (2005) The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians—and How We Can Survive Them. New York: Oxford University Press.
Macklem, K. (2005). The toxic workplace. Maclean’s, 118, 34-35.
Mahlangu, V. P. (2014). The effects of toxic leadership on teaching and learning in South African townships schools. Journal of Social Sciences, 38(3), 313-320. https://doi.org/10.1080/09718923.2014.11893261
Marôco, J. (2011). Análise Estatística com o SPSS Statistics (5th ed.) [Statistics analysis using SPSS]. Report Number, Lda.
Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92(4), 1159-1168. https://doi.org/10.1037/0021-9010.92.4.1159
Mónico, L., Salvador, dos Santos, N. R., Pais, L., & Semedo, C. (2019). Liderança Tóxica e Empoderadora: Estudo de Validação de Medidas em Amostra Portuguesa [Toxic and Empowering Leadership: Measures Validation Study in a Portuguese Sample]. Revista Iberoamericana de Diagnóstico y Evaluación – e Avaliação Psicológica, 53(4), 129-140.
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. Leadership Quarterly, 18(3), 176-194. https://doi.org/10.1016/j.leaqua.2007.03.001
Renard, M., & Snelgar, R.J. (2016). How can work be designed to be intrinsically rewarding? Qualitative insights from South African non-profit employees. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 42(1), a1346. https://doi.org/10.4102/sajip.v42i1.1346
Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American psychologist, 55(1), 68-78.
Sánchez-Cardona, I., Salanova, M., & Llorens-Gumbau, S. (2018). Leadership intelectual stimulation and team learning: The mediating role of team positive affect. Universitas Psychologica, 17(1), 1-16. https://doi.org/10.11144/Javeriana.upsy17-1.list
Saveia, J. (2015). Psicologia: formação e exercício profissional em Angola. Casa das Ideias/WhereAngola.
Schmidt, A. A. (2008). Development and validation of the Toxic Leadership Scale [M.Sc. Dissertation, University of Maryland]. University of Maryland.
Schyns, B. & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. Leadership Quarterly, 24(1), 138-158. https://doi.org/10.1016/j.leaqua.2012.09.001
Semedo, C. S., Salvador, A., Dos Santos, N. R., Pais, L., & Mónico, L. (2022). Toxic Leadership and Empowering Leadership: Relations with Work Motivation. Psychology Research and Behavior Management, 15, 1885-1900. https://doi.org/10.2147/PRBM.S340863.
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-190. https://doi.org/10.2307/1556375
Tepper, B. J. (2007). Abusive supervision in work organizations: Review synthesis, and research agenda. Journal of Management, 33(3), 261-289. https://doi.org/10.1177/0149206307300812
Tepper, B. J., Duffy, M. K., Henle, C. A. & Lambert, L. S. (2006). Procedural injustice, victim precipitation, and abusive supervision. Personnel Psychology, 59(1), 101-123. https://doi.org/10.1111/j.1744-6570.2006.00725.x
Tepper, B. J., Henle, C. A., Lambert, L. S., Giacalone, R. A. & Duffy, M. K. (2008). Abusive supervision and subordinates' organization deviance. Journal of Applied Psychology, 93(4), 721-732. https://doi.org/10.1037/0021-9010.93.4.721
Tepper, B. J., Hoobler, J., Duffy, M. K., & Ensley, M. D. (2004). Moderators of the relationships between coworkers’ organizational citizenship behavior and fellow employees’ attitudes. Journal of Applied Psychology, 89(3), 455-465. https://doi.org/10.1037/0021-9010.89.3.455
United Nations Development Programme. (2022). Human Development Report 2021/2022: Uncertain Times, Unsettled Lives: Shaping our Future in a Transforming World. https://hdr.undp.org/system/files/documents/global-report-document/hdr2021-22overviewptpdf.pdf?_gl=1*1bohjc4*_ga*MTE5MzY1MTE5My4xNjY2NDMxNzQ4*_ga_TGHFVBQ9DR*MTY3NTM2NTMyNi43LjAuMTY3NTM2NTMzMC41Ni4wLjA.
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Universidade Católica de Angola [UCAN]. (2017). Relatório Económico de Angola de 2016. Angola Catholic University Press.
Van Niekerk, A. (2014). The relationship between destructive leadership and psychological distress in South African organizations: the moderating effect of gender [Masters Dissertation, University of Pretoria]. University of Pretoria.
Wolor, C. W., Ardiansyah, A., Rofaida, R., Nurkhin, A., & Rababah, M. A. (2022). Impact of Toxic Leadership on Employee Performance. Health Psychology research, 10(4), 57551. https://doi.org/10.52965/001c.57551
Aryee, S., Sun, L., Chen, Z. X., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: Test of a trickle-down model. Journal of Applied Psychology, 92(1), 191-201. https://doi.org/10.1037/0021-9010.92.1.191
Ashforth, B. E. (1997). Petty tyranny in organizations: A preliminary examination of antecedents and consequences. Canadian Journal of Administrative Sciences, 14(2), 126-140. https://doi.org/10.1111/j.1936-4490.1997.tb00124.x
Burton, J. B., Taylor, S. G., & Barber, L. K. (2014). Understanding internal, external, and relational attributions for abusive supervision. Journal of Organizational Behavior, 35, 871-891. https://doi.org/10.1002/job.1939
Cheng, B. Chou, L., Wu, T., Huang, M., & Farh, J. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89-117. https://doi.org/10.1111/j.1467-839X.2004.00137.x
Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44-55. https://doi.org/10.1016/0090-2616(90)90070-6
Cunha, M. P., Rego, A., Cunha, R. C., & Neves, P. (2016). Manual de Comportamento Organizacional e Gestão (8.ª ed.). Editora Sílabo.
Cunha, M. P., Fortes, A., Gomes, E., Rego, A., & Rodrigues, F. (2019). Ambidextrous leadership, paradox and contingency: evidence from Angola. The International Journal of Human Resource Management, 30(4), 1-26. https://doi.org/10.1080/09585192.2016.1201125
Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580-590. https://doi.org/10.1037/0021-9010.74.4.580
Deci, E. L., & Ryan, R.M. (2000), The ‘what’ and ‘why’ of goal pursuits: human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-68. https://doi.org/10.1207/S15327965PLI1104_01
Dos Santos, N. R., Mónico, L., Gagné, M., Forest, J., Pais, L., Cabral, P., & Ferraro, T. (2022). The Multidimensional Work Motivation Scale: Psychometric studies in Portugal and Brazil. Management Research, The Journal of the Iberoamerican Academy of Management, 20(2), 89-110. https://doi.org/10.1108/MRJIAM-07-2021-1206
Dyck, D. (2001). The toxic workplace. Benefits Canada, 25, 52-57.
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behavior: A definition and conceptual model. Leadership Quarterly, 18(3), 207-216. https://doi.org/10.1016/j.leaqua.2007.03.002
Einarsen, S., Hoel, H., Zapf, D. & Cooper, C. L. (2003). The concept of bullying at work. En S. Einarsen, H. Hoel, D. Zapf & C.L. Cooper (Eds.), Bullying and Emotional Abuse in the Workplace: International Perspectives in Research and Practice, pp. 5-33. Taylor & Francis.
Einarsen, S., Skogstad, A., Loseth, A. M. S. B., & Aasland, M. S. (2002). Destructive leadership: A behavioural model. Forskningved Institutt for samfunnspsykologi, 2(1), 55-59.
Elangoven, A. R. & Xie, J. L. (2000). Effects of perceived power of supervisor on subordinate work attitudes. Leadership and Organization Development Journal, 21(6), 319-328. https://doi.org/10.1108/01437730010343095
Ferraro, T., dos Santos, N. R., Pais, L., & Mónico, L. (2016). Historical landmarks of decent work. European Journal of Applied Business Management, 2(1), 77-96.
Flynn, G. (1999). Stop toxic leaders before they stop you!. Workforce, August, 44-46.
Francesco, A. M., & Chen, Z. X. (2000). “Cross-cultural” differences within a single culture: Power distance as a moderator of the participation-outcome relationship in the People’s Republic of China. School of Business, Business Research Centre. Hong Kong Baptist University. http://www.net2.hkbu.hk/~brc/CCMP200007.pdf
Gagné, M., Forest, J., Gilbert, M. Aubé, C., & Malorni, E. M. A. (2010). The Motivation at Work Scale: Validation Evidence in Two Languages. Educational and Psychological Measurement, 70(4), 628–646, 2010. https://doi.org/10.1177/0013164409355698
Gabriel, J. (2016). Supervisors’ toxicity as predictor of subordinates’ counter-productive work behavior in Nigerian Public Hospitals. The Journal of Applied Business Research, 32(5), 1363-1373. https://doi.org/10.19030/jabr.v32i5.9765
Gagné, M., & Deci, E. L. (2005). Self‐determination theory and work motivation. Journal of Organizational behavior, 26(4), 331-362. https://doi.org/10.1002/job.322
Gregory, B., Osmonbekov, T., & Gregory, S. T. (2009). Abusive supervision and organizational citizenship behaviors: an examination of potential boundary conditions. Working paper series of Northern Arizona University. http://franke.nau.edu/images/uploads/fcb/09-11.pdf
Hetland, H. H., Andreassen, C. S., Pallesen, S., & Notelaers, S. (2011). Leadership and fulfillment of the three basic psychological needs at work. Career Development International, 16(5), 507-523. https://doi.org/10.1108/13620431111168903
Hofstede Insights (undated). Country comparisons: Angola. https://www.hofstede-insights.com/country-comparison/angola/
House, R., Hanges, P., Javidan, M., Dorfman, P., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 societies. Sage Publications, Inc.
Hogan, R., & Hogan, J. (2001). Assessing leadership: A view from the dark side. International Journal of Selection and Assessment, 9(1-2), 40-51. https://doi.org/10.1111/1468-2389.00162
Kamoche, K., Debrah, Y., Horwitz, F. M., & Muuka, G. (2004). Managing human resources in Africa. Routledge.
Kets de Vries, M. F., & Miller, D. (1985). Narcissism and leadership: An object relations perspective. Human Relations, 38, 583-601. https://doi.org/10.1177/001872678503800606
Khan, M. R., Khan, H., Khan, M. S., Khattak, A. U., Khan, M. A., & Siraji, M. J. (2021). The Toxic Leadership and Employee Performance: Mediating Effects Of Employee Commitment. Elementary Education Online, 20(1), 4613-4625. https://www.ilkogretim-online.org/?mno=140908
Koç, O., Bozkurt, S., Taşdemir, D. D., & Günsel, A. (2022). The moderating role of intrinsic motivation on the relationship between toxic leadership and emotional exhaustion. Frontiers in Psychology, 13, 1047834. https://doi.org/10.3389/fpsyg.2022.1047834
Lipman-Blumen, J. (2005) The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians—and How We Can Survive Them. New York: Oxford University Press.
Macklem, K. (2005). The toxic workplace. Maclean’s, 118, 34-35.
Mahlangu, V. P. (2014). The effects of toxic leadership on teaching and learning in South African townships schools. Journal of Social Sciences, 38(3), 313-320. https://doi.org/10.1080/09718923.2014.11893261
Marôco, J. (2011). Análise Estatística com o SPSS Statistics (5th ed.) [Statistics analysis using SPSS]. Report Number, Lda.
Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92(4), 1159-1168. https://doi.org/10.1037/0021-9010.92.4.1159
Mónico, L., Salvador, dos Santos, N. R., Pais, L., & Semedo, C. (2019). Liderança Tóxica e Empoderadora: Estudo de Validação de Medidas em Amostra Portuguesa [Toxic and Empowering Leadership: Measures Validation Study in a Portuguese Sample]. Revista Iberoamericana de Diagnóstico y Evaluación – e Avaliação Psicológica, 53(4), 129-140.
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. Leadership Quarterly, 18(3), 176-194. https://doi.org/10.1016/j.leaqua.2007.03.001
Renard, M., & Snelgar, R.J. (2016). How can work be designed to be intrinsically rewarding? Qualitative insights from South African non-profit employees. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 42(1), a1346. https://doi.org/10.4102/sajip.v42i1.1346
Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American psychologist, 55(1), 68-78.
Sánchez-Cardona, I., Salanova, M., & Llorens-Gumbau, S. (2018). Leadership intelectual stimulation and team learning: The mediating role of team positive affect. Universitas Psychologica, 17(1), 1-16. https://doi.org/10.11144/Javeriana.upsy17-1.list
Saveia, J. (2015). Psicologia: formação e exercício profissional em Angola. Casa das Ideias/WhereAngola.
Schmidt, A. A. (2008). Development and validation of the Toxic Leadership Scale [M.Sc. Dissertation, University of Maryland]. University of Maryland.
Schyns, B. & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. Leadership Quarterly, 24(1), 138-158. https://doi.org/10.1016/j.leaqua.2012.09.001
Semedo, C. S., Salvador, A., Dos Santos, N. R., Pais, L., & Mónico, L. (2022). Toxic Leadership and Empowering Leadership: Relations with Work Motivation. Psychology Research and Behavior Management, 15, 1885-1900. https://doi.org/10.2147/PRBM.S340863.
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-190. https://doi.org/10.2307/1556375
Tepper, B. J. (2007). Abusive supervision in work organizations: Review synthesis, and research agenda. Journal of Management, 33(3), 261-289. https://doi.org/10.1177/0149206307300812
Tepper, B. J., Duffy, M. K., Henle, C. A. & Lambert, L. S. (2006). Procedural injustice, victim precipitation, and abusive supervision. Personnel Psychology, 59(1), 101-123. https://doi.org/10.1111/j.1744-6570.2006.00725.x
Tepper, B. J., Henle, C. A., Lambert, L. S., Giacalone, R. A. & Duffy, M. K. (2008). Abusive supervision and subordinates' organization deviance. Journal of Applied Psychology, 93(4), 721-732. https://doi.org/10.1037/0021-9010.93.4.721
Tepper, B. J., Hoobler, J., Duffy, M. K., & Ensley, M. D. (2004). Moderators of the relationships between coworkers’ organizational citizenship behavior and fellow employees’ attitudes. Journal of Applied Psychology, 89(3), 455-465. https://doi.org/10.1037/0021-9010.89.3.455
United Nations Development Programme. (2022). Human Development Report 2021/2022: Uncertain Times, Unsettled Lives: Shaping our Future in a Transforming World. https://hdr.undp.org/system/files/documents/global-report-document/hdr2021-22overviewptpdf.pdf?_gl=1*1bohjc4*_ga*MTE5MzY1MTE5My4xNjY2NDMxNzQ4*_ga_TGHFVBQ9DR*MTY3NTM2NTMyNi43LjAuMTY3NTM2NTMzMC41Ni4wLjA.
Universidade Católica de Angola [UCAN]. (2015). Relatório Económico de Angola de 2014. Angola Catholic University Press.
Universidade Católica de Angola [UCAN]. (2017). Relatório Económico de Angola de 2016. Angola Catholic University Press.
Van Niekerk, A. (2014). The relationship between destructive leadership and psychological distress in South African organizations: the moderating effect of gender [Masters Dissertation, University of Pretoria]. University of Pretoria.
Wolor, C. W., Ardiansyah, A., Rofaida, R., Nurkhin, A., & Rababah, M. A. (2022). Impact of Toxic Leadership on Employee Performance. Health Psychology research, 10(4), 57551. https://doi.org/10.52965/001c.57551
Cómo citar
Rocha, A. M., dos Santos, N. R., & Pais, L. (2024). Liderazgo tóxico y motivación laboral de subordinados: Un estudio angoleño. Universitas Psychologica, 22. https://doi.org/10.11144/Javeriana.upsy22.tlfm
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