Topic: Patient Centered Care; Toxic Leadership

154 PEDIATRIC NURSING/May-June 2020/Vol. 46/No. 3

COVID-19 and its devastating impact is now sweep- ing across the United States, as well as the world. Major metropolitan areas are literally ‘under siege.’ Hospitals and other parts of the health care system

are overwhelmed – without sufficient protective equipment for staff or even enough ventilators for patients. In the absence, often, of national guidelines, health care leaders are making decisions for their organizations and systems, and already-beleaguered frontline staff are working under new conditions. Children and youth with special health care needs (CYSHCN) and those with cancer may be at increased risk for complications from COVID-19 and are facing disruptions in care. To ensure the safety of patients and staff, some children’s hospitals have restricted the pres- ence of family members.

In the midst of the pandemic, committed staff are won- dering how to ‘stay true’ to the principles of patient- and family-centered care (PFCC) when the health care system is so overburdened. They are looking for answers and want ways to quickly access and understand emerging best prac- tices. They do not have the time to reach out to colleagues for ideas or to cull through information.

Drawing on its almost 30 years of advocating for part- nerships among patients, their families, and health care professionals, the Institute for Patient- and Family-

Centered Care (IPFCC) has become a resource and clearing- house for information about how to maintain the ‘essence’ of PFCC during the COVID-19 crisis, including the follow- ing: 1. Suggestions for language (on websites, signage) that

communicate the urgency of patient and staff safety, while still respecting the role of families in health care.

2. Alternative ways, especially through use of technology, to connect patients and families when physical presence is not possible.

3. Strategies for incorporating valuable input of patient and family advisors and partners during the pandemic. On the “PFCC Best Practices” of the IPFCC website, the

IPFCC has added material about COVID-19, including Frequently Asked Questions, a resource list, ‘Spotlights’ of creative strategies used by hospitals and other settings, and

Deborah Dokken, MPA, is a Family Leader and staff member of the Institute for Patient- and Family-Centered Care, Bethesda, MD. She is Co-Editor of Pediatric Nursing’s “Family Matters” Series.

Elizabeth Ahmann, ScD, RN, PCC, NBCHWC, is a Faculty Member, the Health and Wellness Coaching Program, Maryland University of Integrative Health, Laurel, MD, and a coach in private practice. She is Co-Editor of Pediatric Nursing’s “Family Matters” Series.

Note from the “Family Matters” Section Editors: In this difficult time of COVID-19, we want to provide some quick resources for nurses who are trying to balance urgent issues of safety with the need to partner with the families of their pediatric patients.

Resources and Support to Maintain the ‘Essence’ of Patient- and Family-Centered

Care during COVID-19 Deborah Dokken and Elizabeth Ahmann

Elizabeth Ahmann, ScD, RN, PCC, and Deborah Dokken, MPA

Family Matters

The Family Matters series focuses on issues, information, and strategies relevant to working with families of pediatric patients. To suggest topics, obtain author guidelines, or to submit queries or manuscripts, contact Co-Editors Elizabeth Ahmann, ScD, RN, PCC; or Deborah Dokken, MPA, Pediatric Nursing; East Holly Avenue/Box 56; Pitman, NJ 08071–0056; (856) 256–2300 or FAX (856) 589-7463.

Dokken, D., & Ahmann, E. (2020). Resources and support to maintain the ‘essence’ of patient- and family-cen- tered care during COVID-19. Pediatric Nursing, 46(3), 154-155.

The Institute for Patient- and Family-Centered Care (IPFCC) has become a resource and clearinghouse for how to maintain the ‘essence’ of patient- and family-cen- tered care during the COVID pandemic. Suggestions for language, maintaining connection, working with patient and family advisors, and other useful strategies and best practices can be accessed on the IPFCC website (https://www.ipfcc.org/bestpractices/covid-19/index.html). Additionally, the Institute's online learning community PFCCConnect now includes a COVID-19 community (reg- ister at https://pfcc.connect.ipfcc.org/home).

Key Words: Patient- and family-centered care, COVID- 19, pediatrics, partnerships.

PEDIATRIC NURSING/May-June 2020/Vol. 46/No. 3 155

free access to two recently presented webinars. Although not all materials are specifically focused on pediatrics, many of them are. They will be updated on a regular basis. The materials can be accessed at the following webpage: https://www.ipfcc.org/bestpractices/covid-19/index.html

IPFCC's free online learning community, PFCC.Connect, has over 2,000 patient/family advisors and PFCC and Patient Family Engagement staff. It has been expanded to include a special community for COVID-19. In addition to discussions generated by community members, periodic, facilitated “Informal Conversations” about COVID-19 pro- vide a forum to share up-to-date ideas about PFCC during the pandemic. Slides from the conversations, as well as the participant chat record, are archived for later access. To register for free membership in PFCC.Connect, visit: https://pfcc.connect.ipfcc.org/home

We hope these two key resources support your own and your institution’s efforts to maintain the ‘essence’ of PFCC during the COVID-19 crisis. Funded by a grant from the Lucile Packard Foundation for Children's Health, Palo Alto, California, IPFCC is offering a series of free webinars and online conversations for chil- dren's hospitals and other pediatric settings focused on PFCC during COVID-19. These special events will occur monthly from June through October 2020. Check IPFCC's website for more information: www.ipfcc.org

Copyright of Pediatric Nursing is the property of Jannetti Publications, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.

General

Impact of Toxic Leadership on Employee Performance Christian Wiradendi Wolor 1 , Ardiansyah Ardiansyah 2 , Rofi Rofaida 3 , Ahmad Nurkhin 4 , Mahmoud Ali Rababah 5

1 Universitas Negeri Jakarta, 2 Politeknik Tempo, 3 Universitas Pendidikan Indonesia, 4 Universitas Negeri Semarang, 5 Al-Balqa Applied University

Keywords: Toxic Leadership, Job Satisfaction, Work Commitment, Employee Performance, JEL C92 L83 O15

https://doi.org/10.52965/001c.57551

Health Psychology Research Vol. 10, Issue 4, 2022

This research intends to shed additional light on the effects of toxic leadership on employee satisfaction, motivation, and performance. Such a study on toxic leadership is required since, to date, no research in Indonesia have sought to quantify the consequences of toxic leadership on organizational leaders. Using surveys and structural equation modeling, a quantitative strategy was adopted (SEM). The research sample amounted to 400 taken from 8 locations in Indonesia. Using Google Forms, questionnaires were distributed to 400 employees and analyzed using the Lisrel 8.5 program. The results show that toxic leadership has an effect on job satisfaction (p > 0.00), toxic leadership has an effect on work motivation (p > 0.00), toxic leadership has no effect on employee performance (p < 0.00), job satisfaction has an effect on work motivation (p > 0.00), job satisfaction has effect on employee performance (p > 0.00) work motivation has no effect on employee performance (p < 0.00). The consequences of the study findings for organizations range from the process of screening and selection of leaders to creating stress management and self-resilience training to help employees deal with their emotions in healthy ways and strengthen their defenses.

INTRODUCTION

To accomplish corporate objectives, individuals typically collaborate with one another. When there are more than two people working in the same space, there needs to be some kind of management system in place in order to get the job done. During this phase of the process, the manager or leader directs and controls the personnel in order to ac- complish the desired goals of the company. Because lead- ership plays such a crucial role in determining whether a business will be successful or not, it is imperative that lead- ers possess the skills necessary to guide and inspire their people. However, some leadership approaches have a detri- mental impact on employees and the work environment.1

In point of fact, over the course of the past few years, there has been a rise in the prevalence of toxic leadership styles in businesses.2

Toxic leadership phenomena will lead to moral crises such as the recent one, employee abuse at Amazon, mis- handling and monetization of personal user data by Face- book and unrepentant discrimination at Uber.3 This is in conjunction with the findings of a recent poll conducted by Life Meets Work Consulting, which revealed that as many as 56% of employees presently work for a toxic CEO whose be- havior fosters an unhealthy work environment. In point of fact, around one third of all leaders are capable of exhibit- ing this unhealthy form of leadership.2 Therefore, a number of employees have been put in situations where they have been exposed to leaders and managers whose behavior dis- plays a toxic style.

Toxic leaders may be highly competent and effective in their work, but they contribute to creating an unhealthy en- vironment among their subordinates and peers, with the consequences of their actions reaching more than just a few individuals. This was one of the early findings from re- search conducted on the topic.2 Toxic leadership can oc- cur for a number of reasons, one of which is when the leader’s own personal agenda is prioritized above the or- ganization’s long-term success.4 Reduced productivity as a result of increased absenteeism and illness; decreased em- ployee performance as a result of a lack of commitment and dissatisfaction in their work. In addition, organizations lack the experience and ability to counteract the effects of toxic leadership. The impact on organizations has to pay for the hidden costs incurred by the dysfunctional behavior of toxic leaders. These costs include: reduced productivity; decreased employee performance; and decreased employee performance. work, legal fees, and other expenses.5

The phenomenon of toxic leadership is becoming more and more widespread in the management literature, and it has intrigued a great deal of scholars in recent years.6 Re- cent studies have looked into the negative aspects of lead- ership and the effects that toxic leadership has on the men- tal health of employees and the success of businesses.7 A lack of effective leadership is not the only definition of toxic leadership; rather, it appears that toxic leadership is a leadership style in its own right.2 For the purposes of this investigation, we made use of toxic leadership constructs. Toxic leadership is a major component of shadowy lead- ership, and it is similar to a poison in that it can spread covertly and unnoticed. Toxic leadership not only taints

Wolor CW, Ardiansyah A, Rofaida R, Nurkhin A, Rababah MA. Impact of Toxic Leadership on Employee Performance. Health Psychology Research. 2022;10(4).

individuals, but it also has an effect on groups, and ulti- mately, the entire organization.8

According to the research that has been conducted, toxic leadership is one of the potential antecedents of increased turnover intention, employee dissatisfaction, lack of com- mitment, and psychological stresses such as anxiety, burnout, depression, disengagement, low self-esteem, emotional exhaustion, and employee silence. According to academics, leaders’ displays of toxic behavior have a sig- nificant and profoundly negative impact on the organiza- tional learning and performance of their organizations.9 It is equally interesting to note that toxic leaders never regard their behavior as being negative, and they always believe that their behavior is socially acceptable. This is an inter- esting fact since it explains why toxic leaders continue to engage in such activity.8,10

The purpose of this study is to provide a deeper under- standing of the influence that toxic leadership has on the levels of happiness, motivation, and performance experi- enced by employees. A more in-depth examination of toxic leadership from an academic standpoint involves limited empirical investigation of the relationship between toxic leadership and work-related outcomes.2 This is essential as an essential input for the resolution of general and individ- ual issues pertaining to learning and performance. An re- search of this kind into toxic leadership is required since, to this day, no studies in Indonesia have sought to assess the impacts of toxic leadership on organizational leaders. This makes it imperative that such an inquiry take place. When designing appropriate interventions to facilitate

effective leadership and developing relevant policies to re- duce the emergence of toxic behavior in organizations, it can be helpful to have knowledge of the various factors that cause toxic leadership behavior in managers. For example, knowing the various factors that cause toxic leadership be- havior in managers can help. Because of this, the investiga- tion of this characteristic will assist businesses in evaluat- ing toxic leadership in the sector, and it will also contribute to the scant body of research that is presently accessible on the subject.

LITERATURE REVIEW TOXIC LEADERSHIP

A damaging form of leadership that may have a detrimental effect on both organizations and individuals is referred to as toxic leadership. However, the phrase is not defined in any specific manner in the relevant literature, and there is as of yet no general agreement on how to answer the topic of whether leadership actions are seen as unsuitable, damaging, and toxic to companies.10 A leadership style that is toxic to its followers and, as a result, to the organiza- tion they work for is called toxic leadership.11 Toxic lead- ership can be defined as a pattern of behaviors that are not only harmful but also encourage leaders to pursue their own personal objectives and benefits at the expense of the interests of their team members and the organization as a whole. The damaging behavior of leaders in the workplace

has the potential to trickle down to lower-level personnel in the organization.9

Scholars have defined to

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