Unleashing the Effects of Leaders’ Despotism on Employees’ Innovativeness Via Mediation Role of Workplace Toxicity

Abstract

The aim of this current study was to examine the complex association between despotic leadership, workplace toxicity, and innovative workplace behavior within the specific context of the Sugar Mills Industry in KP province. The findings demonstrate a statistically significant association between despotic leadership and workplace toxicity, implying that employees who regard their leaders as despotic are more likely to encounter heightened levels of toxicity within their professional setting. Moreover, empirical evidence suggests that despotic leadership exerts a detrimental impact on employee behavior, particularly in relation to creativity. Specifically, individuals under despotic leadership have a diminished propensity to engage in innovative endeavors. It is of great significance to acknowledge that workplace toxicity plays a pivotal role in moderating the association between despotic leadership and innovative behavior within the company. This implies that the adverse effects of despotic leadership on innovative conduct within the workplace are conveyed through a rise in toxic dynamics. The findings of this current study underscore the considerable impact of workplace conditions on employees' responses to despotic leadership within the particular industry setting. The aforementioned observations hold significant importance for businesses that aim to foster innovative work behavior while mitigating the adverse consequences of challenging leadership dynamics.

Keywords: Despotic Leadership, Innovative workplace behavior, workplace toxicity, sugar mills, KP