Date
5-20-2026
Department
Graduate School of Business
Degree
Doctor of Philosophy in Business Administration (PhD)
Chair
Micah Spicer
Keywords
toxic leadership, turnover intention, job satisfaction, organizational culture, nurses
Disciplines
Business
Recommended Citation
Shovon, Khan Kamranur Rahman, "Toxic Leadership Behavior and Its Relationships With Turnover Intention, Job Satisfaction, and Organizational Culture in Healthcare: Evidence From a Government Hospital in Bangladesh" (2026). Doctoral Dissertations and Projects. 8497.
https://digitalcommons.liberty.edu/doctoral/8497
Abstract
Toxic leadership in healthcare is a growing concern, with nurse managers exhibiting toxic behaviors linked to negative employee outcomes, such as turnover intention and job satisfaction, and organizational issues, such as reduced productivity and financial losses. This study examined how toxic leadership behavior relates to nurses' turnover intention and job satisfaction, and how organizational culture mediates the relationship between toxic leadership behavior and turnover intention. Data were collected from 203 nurses at Dhaka Medical College Hospital in Bangladesh. Data analysis employed Partial Least Squares Structural Equation Modeling (PLS-SEM), with validated tools to measure the variables. The results showed that toxic leadership behavior was significantly and positively associated with turnover intention, suggesting that higher levels of toxic leadership are linked to greater intention to leave. Additionally, toxic leadership behavior was significantly and negatively related to both job satisfaction and organizational culture. However, organizational culture had no statistically significant effect on turnover intention and did not mediate the relationship between toxic leadership and turnover intention. The findings support the Conservation of Resources (COR) theory, indicating that toxic leadership behaviors deplete employees’ psychological resources, leading to higher turnover intentions and lower job satisfaction. The study offers empirical evidence from Bangladesh, a developing country in South Asia, where research on toxic leadership is limited. It underscores the need for leadership assessments, development programs, and organizational interventions to mitigate toxic behaviors, reduce turnover intention, and improve job satisfaction and organizational culture in the healthcare sector. Future research should examine additional mediating or moderating variables, include diverse samples, and account for cultural contexts, especially in developing countries.
