Employee Silence as Mediator in the Relationship between Toxic Leadership Behavior and Organizational Learning
1 PhD. Scholar, Bahria University, Islamabad
2 Associate Professor, Bahria University, Islamabad
Most of the organizations are striving to implement organizational leaning philosophy to have a competitive advantage in complex, volatile and fierce market environment. Except few, organizations mostly fail and face immense problems to establish effective learning organization processes. In such scenario, leadership behaviors may derail the organizational success into failures. The study intends to examine the mediating effect of employee silence between toxic leadership and organizational learning relationship. In all 445 responses were collected from employees serving in Pakistani banking sector. The results revealed that there is a significant impact of toxic leadership on employee silence and organizational learning. Furthermore, the mediation analysis revealed significant mediation of employee silence from toxic leadership on organizational learning. While most of existing research has assessed positive leadership styles and its impact on individual and organizational behaviors the present study takes in to account negative leadership i.e. toxic leadership.
Keywords: Toxic Leadership; Employee Silence; Organizational Learning; Hayes Process Model 4.