Destructive Leaders

Results

Hypothesis Testing

To test the research hypotheses, we used a multiple linear regression model. Table 1 presents the descriptive data and the internal consistency of the scales. Table 2 reports the regression results showing destructive leadership (poor management, abusive supervisor behaviour, and inadequate communication of expectations) has a negative relationship with behavioural innovation and a negative relationship with a caring climate as well. Therefore, evidence supports H1 and H2.

Table 2: Regression results from testing the influence of destructive leadership in behavioural innovation and caring climate

Variables	Behavioural innovation			Caring climate
Variables	β		R² Adjusted		Β	R² Adjusted
Poor-management	- 0.58**	0.329	-0.54**	0.289
Abusive behaviour	- 0.55**	0.302	- 0.51**	0.258
Inadequate communication	- 0.45**	0.197	-0.46**	0.210

β = Standartized Betas ** p <0.01;

Further, the results show that a caring climate has a positive relationship (β=0.74, p <0.01; R² Adjusted= 0.543) with behavioural innovation. Thus, findings support hypothesis H3. Table 3 shows that a partial mitigating effect exists, which partially support H4.

Table 3: Mediation effect of the caring climate in the relationship between destructive leadership and behavioural innovation

Step 1

Step 2

Step 1

Step 2

Step 1

Step 2

Variables

P-M

Behavioural innovation

-.58**

-.25**

.60**

- .55**

-.24**

.62**

- .45**

-.14**

.68**

R² Ajustado

0.329

0.586

0.302

0.583

0.197

0.556

Mediation effect

Partially Present

β = standartized betas. ** p <0.01, P-M - poor-management, C - caring, AB - abusive behaviour, IC - inadequate communication