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Liderança Tóxica e Lealdade: O Papel Moderador da Empregabilidade Percebida
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Abstract(s)
A liderança exerce um papel determinante nos resultados organizacionais, sendo amplamente reconhecida a importância dos estilos positivos. No entanto, cresce o interesse em compreender os efeitos adversos da liderança negativa, em especial a liderança tóxica. Este fenómeno caracteriza-se por comportamentos prejudiciais que impactam tanto os indivíduos quanto as organizações, consolidando-se como um tema emergente e de relevância crescente na literatura. Com a ascensão da era digital, esses impactos foram amplificados, originando o que alguns autores denominam “autoritarismo digital”.
Neste contexto, esta investigação tem como objetivo analisar a relação entre liderança tóxica e lealdade organizacional, considerando a empregabilidade percebida como variável moderadora. Adotou-se um desenho quantitativo, transversal e correlacional, com recolha de dados por questionário online. A amostra foi composta por 353 participantes, oriundos maioritariamente de Cabo Verde e da Região Autónoma dos Açores. Foram aplicadas três escalas validadas: a Toxic Leadership Scale , a escala de Lealdade Organizacional baseada no modelo EVLN e a escala de Empregabilidade Percebida. Os resultados obtidos permitiram confirmar parcialmente as hipóteses formuladas, destacando-se os efeitos significativos de determinadas subdimensões da liderança tóxica sobre as dimensões lealdade organizacional e lealdade negligente, bem como o papel moderador da empregabilidade percebida em contextos de liderança tóxica. A investigação acrescenta valor ao corpo teórico existente ao integrar três constructos com forte relevância no atual panorama organizacional, especialmente em ambientes marcados por incerteza, competição e volatilidade cultural.
Leadership plays a critical role in organizational outcomes, with the relevance of positive leadership styles being widely acknowledged. However, there is growing interest in understanding the adverse effects of negative leadership, particularly toxic leadership. This phenomenon is characterized by harmful behaviors that negatively affect both individuals and organizations, and it has emerged as an increasingly relevant topic in the literature. With the rise of the digital era, such impacts have been amplified, giving rise to what some authors call “digital authoritarianism.” In this context, the present study aims to analyze the relationship between toxic leadership and organizational loyalty, considering perceived employability as a moderating variable. A quantitative, cross-sectional, and correlational research design was adopted, and data were collected through an online questionnaire. The sample consisted of 353 participants, primarily from Cape Verde and the Autonomous Region of the Azores. Three validated scales were applied: the Toxic Leadership Scale, the Organizational Loyalty Scale based on the EVLN model, and the Perceived Employability Scale. The findings partially confirmed the proposed hypotheses, highlighting significant effects of certain subdimensions of toxic leadership on both organizational loyalty and negligent loyalty, as well as the moderating role of perceived employability in toxic leadership contexts. This study contributes to the existing theoretical framework by integrating three constructs of high relevance in today’s organizational landscape, particularly in environments marked by uncertainty, competition, and cultural volatility.
Leadership plays a critical role in organizational outcomes, with the relevance of positive leadership styles being widely acknowledged. However, there is growing interest in understanding the adverse effects of negative leadership, particularly toxic leadership. This phenomenon is characterized by harmful behaviors that negatively affect both individuals and organizations, and it has emerged as an increasingly relevant topic in the literature. With the rise of the digital era, such impacts have been amplified, giving rise to what some authors call “digital authoritarianism.” In this context, the present study aims to analyze the relationship between toxic leadership and organizational loyalty, considering perceived employability as a moderating variable. A quantitative, cross-sectional, and correlational research design was adopted, and data were collected through an online questionnaire. The sample consisted of 353 participants, primarily from Cape Verde and the Autonomous Region of the Azores. Three validated scales were applied: the Toxic Leadership Scale, the Organizational Loyalty Scale based on the EVLN model, and the Perceived Employability Scale. The findings partially confirmed the proposed hypotheses, highlighting significant effects of certain subdimensions of toxic leadership on both organizational loyalty and negligent loyalty, as well as the moderating role of perceived employability in toxic leadership contexts. This study contributes to the existing theoretical framework by integrating three constructs of high relevance in today’s organizational landscape, particularly in environments marked by uncertainty, competition, and cultural volatility.
Description
Keywords
Liderança Tóxica Empregabilidade Percebida Lealdade Organizacional