The impact of Destructive Leadership on organisational performance in South Africa

Abstract

This research investigates the relationship between destructive leadership and the performance of employees in a South African parastatal. The organisation is a market leader and operates within the water industry. The study examines the impact of destructive leadership on work motivation and how constructive leadership can improve the productivity and job motivation of employees. Specific factors were looked at to address areas of concern, such as voluntary turnover intention, work engagement and organisational commitment behaviour. These areas were determined to be the prominent areas that could potentially be utilised to address change within the organisation. The data was collected through direct in-depth face-to-face interviews, with a sample comprising 14 professional and non-professional employees. The questions posed were openended and semi-structured to allow the researcher to probe for more detail. Data obtained from the interviews was then evaluated by using thematic analysis. The findings of the study show that toxic supervision has an adverse effect on work performance by reducing employees’ work motivation, energy and confidence. The research provided the researcher with an opportunity to establish how employees perceived their supervisors’ or managers’ performance within the work environment. Candidates displayed repressed anger and frustration, due to the malicious experience to which they had been exposed. It was established that unrealistic expectations and unethical behaviour shaped an environment that tolerated aggressive and unprofessional conduct, thereby affecting work motivation, attitude and morale in employees. Recommendations, such as the need for leaders to modify personal conduct, show empathy, demonstrate equality and compassion were provided as possible ways to curb destructive or toxic leadership in the workplace. Employees stipulated that changes such as: a more understanding supervisor, trust and confidence in employees to do their work, eliminating autocratic leadership styles, treating all employees equally, creating an environment full of respect and honesty would construct a more agreeable environment, one in which employees viii would feel empowered by giving their suggestions, where they were given the opportunity to change the situation and make a difference. In the long run, this would create a healthier, happier and more balanced work environment. The future of a toxic-averse leadership style would go forth to create a more conducive environment in which employees would not be classified as victims. It would create a more content, productive, proficient and effective environment. This environment would inspire improved interaction between supervisors and employees with healthier communication. It was established that this research contributes to existing knowledge in destructive leadership, especially in South Africa. What could be determined in this research was that abusive supervision, petty tyranny and workplace oppression did exist within this organisation. This study explored the link between this toxic supervision, work attitude and professional growth of employees. It examined the influence that employee’s lived experiences had on their personal leadership style. One of the limitations of the study includes the inability to generalise its findings since the interviews were conducted using a few members of the division. It is therefore possible that the findings may not be a true representation of all the supervisors’ attitudes.