| Toxic leadership behaviors exhibited by some leaders in today's organizations may have devastating consequences for employees and organization success. However, most prior research focused on the positive constructive facets of leadership-subordinate interactions. The purpose of this quantitative correlational study with linear regression analysis was to assess the impact of manager perceptions of toxic leadership behaviors exhibited by their immediate supervisor upon manager job satisfaction and manager organizational commitment within the food processing industry in the United States. The theoretical foundations of the study are Charismatic Leadership theory and Toxic Leadership theory. The study was conducted with a convenience sample of 38 participants who completed the Destructive Leadership Behavior questionnaire. The results of the linear regression analysis showed that manager perceptions of toxic leadership behaviors significantly and negatively predicted manager job satisfaction, F(1, 36) = 35.003, p < 0.001, adjusted R2 = 0.479, beta = -0.702, t = -5.916, p < 0.001, and manager organizational commitment, F(1, 33) = 20.321, p < 0.001, adjusted R2 = 0.362, beta = -0.617, t = -4.508, p < 0.001. This study contributed to the knowledge in the field of toxic leadership behaviors exhibited by supervisors. The findings may be used to develop strategies and training for preventing and eliminating toxic leadership behaviors to increase manager job satisfaction and organizational commitment. Keywords: Toxic leadership, destructive leadership, job satisfaction, organizational commitment. |
