A multilevel study of relationships between leaders’ dark triad and employee burnout: mediating role of perceived dark leadership

Basit Öğe Kaydı
dc.authorid0000-0003-0008-5131en_US
dc.contributor.authorBaşar, Ufuk
dc.date.accessioned2021-02-09T09:40:11Z
dc.date.available2021-02-09T09:40:11Z
dc.date.issued2020en_US
dc.departmentFakülteler, İşletme Fakültesi, İngilizce İşletme Bölümüen_US
dc.description.abstractPurpose – The aim of this research was to determine whether there are relationships between leaders’ dark triad and employee burnout and whether employees’ perception of dark leadership mediates these relationships. Design/methodology/approach – For this purpose, surveys were conducted in the Ankara, Istanbul, Izmir, Bursa, Samsun, Ordu, Antalya, Gaziantep, and Mugla provinces of Turkey in units of 12 different private security companies. The sample consisted of 116 leaders and 494 employees who reported to those leaders. Because the sample comprised two levels (i.e., individual and group levels), the data were analyzed through the hierarchical linear modeling technique. Findings – The findings indicated that there were significant relationships between perceived dark leadership and employee burnout, between leaders’ dark triad and perceived dark leadership, and between leaders’ dark triad and employee burnout. Additionally, perceived dark leadership mediated the relationships between leaders’ dark triad and employee burnout. Discussion – This research contributed to the theory by uncovering the mediating role of perceived dark leadership between dark personality traits of leaders and employee burnout. Additionally, significant relationships were discovered between research variables through multilevel analyses that resulted in more robust implications. Moreover, practitioners are able to improve managerial processes by paying attention to undesired consequences of dark leadership and leaders’ dark triad.en_US
dc.identifier.doi10.20491/isarder.2020.983en_US
dc.identifier.endpage2423en_US
dc.identifier.issue3en_US
dc.identifier.startpage2408en_US
dc.identifier.trdizinid411199en_US
dc.identifier.urihttps://hdl.handle.net/11467/4686
dc.identifier.urihttps://doi.org/10.20491/isarder.2020.983
dc.identifier.volume12en_US
dc.indekslendigikaynakTR-Dizinen_US
dc.language.isoenen_US
dc.publisherİsarderen_US
dc.relation.ispartofİşletme Araştırmaları Dergisien_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/openAccessen_US
dc.subjectLeadershipen_US
dc.subjectDark triaden_US
dc.subjectDark leadershipen_US
dc.subjectBurnouten_US
dc.subjectHierarchical linear modelingen_US
dc.titleA multilevel study of relationships between leaders’ dark triad and employee burnout: mediating role of perceived dark leadershipen_US
dc.typeArticleen_US

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