The Study of the Impact of Destructive Leadership on Teachers' Desire to Quit Serving with Mediating Role of Organizational Injustice

Document Type : Quantitative Research Paper

Authors

1 .دانشجوی کارشناسی ارشد مدیریت آموزشی، دانشگاه سیستان و بلوچستان، زاهدان، ایران.

2 .دانشیار مدیریت آموزشی، دانشگاه سیستان و بلوچستان، زاهدان، ایران

https://doi.org/10.34785/J010.2020.726

Abstract

The purpose of this study was to investigate the relationship between destructive leadership and teachers' desire to quit serving with mediating role of organizational injustice. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: destructive leadership (Adapted from Khorasani Toroghi, 2018) organizational injustice (Adapted from Niehoff & Moorman, 1993), and desire to quit serving (Kim & Leung, 2007). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the amount of correlation coefficient of destructive leadership with teachers' desire to quit serving (r=0.293, p < 0.01), destructive leadership with organizational injustice (r=0.392, p < 0.01), organizational injustice with teachers' desire to quit serving (r=0.356, p < 0.01) was significant. The direct effect of destructive leadership on teachers' desire to quit serving (β=0.29, t=3.68), direct effect of destructive leadership on organizational injustice (β=0.42, t=4.63) and direct effect of organizational injustice on teachers' desire to quit serving (β=0.25, t=3.17) was significant. The indirect effect of destructive leadership on teachers' desire to quit serving was also significant with the mediator role of organizational injustice (β=0.105). Thus can conclude that destructive leadership is positively and significantly associated with teachers' desire to quit serving both directly and indirectly with the mediating role of the organizational injustice.
The purpose of this study was to investigate the relationship between destructive leadership and teachers' desire to quit serving with mediating role of organizational injustice. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: destructive leadership (Adapted from Khorasani Toroghi, 2018) organizational injustice (Adapted from Niehoff & Moorman, 1993), and desire to quit serving (Kim & Leung, 2007). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the amount of correlation coefficient of destructive leadership with teachers' desire to quit serving (r=0.293, p < 0.01), destructive leadership with organizational injustice (r=0.392, p < 0.01), organizational injustice with teachers' desire to quit serving (r=0.356, p < 0.01) was significant. The direct effect of destructive leadership on teachers' desire to quit serving (β=0.29, t=3.68), direct effect of destructive leadership on organizational injustice (β=0.42, t=4.63) and direct effect of organizational injustice on teachers' desire to quit serving (β=0.25, t=3.17) was significant. The indirect effect of destructive leadership on teachers' desire to quit serving was also significant with the mediator role of organizational injustice (β=0.105). Thus can conclude that destructive leadership is positively and significantly associated with teachers' desire to quit serving both directly and indirectly with the mediating role of the organizational injustice.
The purpose of this study was to investigate the relationship between destructive leadership and teachers' desire to quit serving with mediating role of organizational injustice. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: destructive leadership (Adapted from Khorasani Toroghi, 2018) organizational injustice (Adapted from Niehoff & Moorman, 1993), and desire to quit serving (Kim & Leung, 2007). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the amount of correlation coefficient of destructive leadership with teachers' desire to quit serving (r=0.293, p < 0.01), destructive leadership with organizational injustice (r=0.392, p < 0.01), organizational injustice with teachers' desire to quit serving (r=0.356, p < 0.01) was significant. The direct effect of destructive leadership on teachers' desire to quit serving (β=0.29, t=3.68), direct effect of destructive leadership on organizational injustice (β=0.42, t=4.63) and direct effect of organizational injustice on teachers' desire to quit serving (β=0.25, t=3.17) was significant. The indirect effect of destructive leadership on teachers' desire to quit serving was also significant with the mediator role of organizational injustice (β=0.105). Thus can conclude that destructive leadership is positively and significantly associated with teachers' desire to quit serving both directly and indirectly with the mediating role of the organizational injustice.
The purpose of this study was to investigate the relationship between destructive leadership and teachers' desire to quit serving with mediating role of organizational injustice. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: destructive leadership (Adapted from Khorasani Toroghi, 2018) organizational injustice (Adapted from Niehoff & Moorman, 1993), and desire to quit serving (Kim & Leung, 2007). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the amount of correlation coefficient of destructive leadership with teachers' desire to quit serving (r=0.293, p < 0.01), destructive leadership with organizational injustice (r=0.392, p < 0.01), organizational injustice with teachers' desire to quit serving (r=0.356, p < 0.01) was significant. The direct effect of destructive leadership on teachers' desire to quit serving (β=0.29, t=3.68), direct effect of destructive leadership on organizational injustice (β=0.42, t=4.63) and direct effect of organizational injustice on teachers' desire to quit serving (β=0.25, t=3.17) was significant. The indirect effect of destructive leadership on teachers' desire to quit serving was also significant with the mediator role of organizational injustice (β=0.105). Thus can conclude that destructive leadership is positively and significantly associated with teachers' desire to quit serving both directly and indirectly with the mediating role of the organizational injustice.
The purpose of this study was to investigate the relationship between destructive leadership and teachers' desire to quit serving with mediating role of organizational injustice. This study is an applied and correlation research method based on structural equation modeling. 255 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: destructive leadership (Adapted from Khorasani Toroghi, 2018) organizational injustice (Adapted from Niehoff & Moorman, 1993), and desire to quit serving (Kim & Leung, 2007). For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the amount of correlation coefficient of destructive leadership with teachers' desire to quit serving (r=0.293, p < 0.01), destructive leadership w

Keywords

References

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School Administration
Volume 8, Issue 1
April 2020
Pages 258-231

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  • Receive Date: 04 October 2019
  • Revise Date: 02 December 2019
  • Accept Date: 02 March 2020

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