The negative effect of abusive leadership in the organization: exploring the mediating role of justice within the organization

Authors

  • Shvan Khairullah Hassan Business Administration Department, Komar University of Science and Technology, Sulaimani, Kurdistan Region, Iraq
  • Rawand Othman Hamagharib Business Administration Department, Komar University of Science and Technology, Sulaimani, Kurdistan Region, Iraq
  • Lawin Hawbash Mohammed Business Administration Department, Komar University of Science and Technology, Sulaimani, Kurdistan Region, Iraq

DOI:

https://doi.org/10.58934/bjir.v1i1.4

Keywords:

Abusive Leadership, Organizational Justice, Procedural Justice, Distributive Justice, Employee Engagement, Employee Satisfaction

Abstract

This study aims to investigate the effect of abusive leadership in the organizations in Kurdistan. Further, Procedural Justice and employee satisfaction have been focused on as potentially important factors in employee work engagement. Data for the study has been collected in the Slimani city of Kurdistan. As a result, 182 data have been gathered and evaluated through correlation and regression analyses. The results show that abusive leadership has significant negative effects on employee outcomes, however, the negative impacts of abusive leadership on employee satisfaction and engagement are considerably minimized by justice. These findings imply that improving organizational justice can lessen the negative consequences of abusive leadership and foster a more positive work atmosphere. Our study contributes to the broader discourse on leadership and organizational behavior, offering valuable implications for organizational leaders and policymakers aimed at fostering fair and engaging work environments.

Published

2024-09-01

How to Cite

Hassan, S. K., Hamagharib , R. O., & Mohammed, L. H. (2024). The negative effect of abusive leadership in the organization: exploring the mediating role of justice within the organization. British Journal of Interdisciplinary Research, 1(1), 62–89. https://doi.org/10.58934/bjir.v1i1.4