Michaela de Waal, Linda Ronnie, Marieta du Plessis
Abstract
Individuals are exposed to various factors that might influence their performance and conduct when joining work environments. Managers’ leadership style has been identified as one of these influential factors. Past research has linked toxic leadership to various negative outcomes for an organisation’s employees. Building on previous research that established this relationship, the current study used a quantitative lens to examine the relationships between toxic leadership, burnout and job satisfaction. This investigation used three different scales: the Schmidt Toxic Leadership Scale (TL-15), the Burnout Assessment Scale (BAT12), and the Minnesota Satisfaction Questionnaire (MSQ17). Employees from various organisations in South Africa participated in the self-report survey (n= 96). Pearson’s correlation analysis confirmed the hypotheses that toxic leadership and burnout are positively related and that toxic leadership and job satisfaction are negatively related. Practical and theoretical implications and recommendations for future research are presented.