The Relationship Between Toxic Leadership, Organizational Citizenship, and Turnover Behaviors Among San Diego Nonprofit Paid Staff

Toxic leadership is associated with a number of negative consequences to the long-term health and welfare of people in organizations. Destructive leader styles redirect employee efforts from mission accomplishment to self-protection and survival behaviors, undermining the organization. Increased demand and decreased funding are characteristic of the nonprofit sector. Therefore, successful nonprofit organizations tend to rely on creativity and innovation to ensure their communities are appropriately and sufficiently sustained. Supportive, not toxic, leadership helps foster organizational environments that encourage prudent risk-taking and innovation. This concurrent mixed methods study explored the relationship between toxic leadership and organizational citizenship and turnover behaviors among 471 survey respondents from a sample of San Diego nonprofit paid staff, and considered the influence commitment has on those relationships. An open ended question for those who reported experiencing toxic leadership provided additional context and depth as to why employees stayed in an organization in spite of abusive supervision. The findings of the study are of interest to leaders and managers of nonprofit organizations to develop policies and training processes as they strive to recruit, retain and develop talented employees. Toxic supervision was found to exist in San Diego nonprofit organizations. However, its effect on organizational citizenship (OCB) and turnover behaviors was inconclusive, as was the influencing effect of commitment, in this study. However, both commitment and OCB-like ideas emerged as stated reasons that participants did not leave the organization, as did career, resilience and opportunity concepts. These identified variables suggest complex relationships that act in concert to influence staff retention indicating possible important opportunities for future research

Policy Recommendations for Meeting the Grand Challenge to Harness Technology for Social Good

This brief was created forSocial Innovation for America’s Renewal, a policy conference organized by the Center for Social Development in collaboration with the American Academy of Social Work & Social Welfare, which is leading theGrand Challenges for Social Work initiative to champion social progress. The conference site includes links to speeches, presentations, and a full list of the policy briefs

The Relationship Between Toxic Leadership, Organizational Citizenship, and Turnover Behaviors Among San Diego Nonprofit Paid Staff

Toxic leadership is associated with a number of negative consequences to the long-term health and welfare of people in organizations. Destructive leader styles redirect employee efforts from mission accomplishment to self-protection and survival behaviors, undermining the organization. Increased demand and decreased funding are characteristic of the nonprofit sector. Therefore, successful nonprofit organizations tend to rely on creativity and innovation to ensure their communities are appropriately and sufficiently sustained. Supportive, not toxic, leadership helps foster organizational environments that encourage prudent risk-taking and innovation. This concurrent mixed methods study explored the relationship between toxic leadership and organizational citizenship and turnover behaviors among 471 survey respondents from a sample of San Diego nonprofit paid staff, and considered the influence commitment has on those relationships. An open ended question for those who reported experiencing toxic leadership provided additional context and depth as to why employees stayed in an organization in spite of abusive supervision. The findings of the study are of interest to leaders and managers of nonprofit organizations to develop policies and training processes as they strive to recruit, retain and develop talented employees. Toxic supervision was found to exist in San Diego nonprofit organizations. However, its effect on organizational citizenship (OCB) and turnover behaviors was inconclusive, as was the influencing effect of commitment, in this study. However, both commitment and OCB-like ideas emerged as stated reasons that participants did not leave the organization, as did career, resilience and opportunity concepts. These identified variables suggest complex relationships that act in concert to influence staff retention indicating possible important opportunities for future research

Adult learning and naval leadership training

Adult learning embraces andragogy, constructivism, Transformative Learning Theory, praxis, and the understanding that not all adults are prepared initially for complete learning autonomy. The concept of andragogy can be traced to the Nineteenth Century, and the volume of follow-on research has reinforced the basic tenants of adult learning. It is, therefore, valid to expect that adherence to adult learning will indicate one measure of the effectiveness of curricula that target adults. This thesis, therefore, analyzes the Center for Naval Leadership Facilitator Training course and the Center for Naval Leadership Learning Site, Coronado Advanced Officer Leadership Training Course curricula for adherence to the adult learning model. The curricula follow adult learning practices to a great extent within the parameters of the military environment and limited resources.http://archive.org/details/adultlearningndn109451575Commander, United States NavyApproved for public release; distribution is unlimited