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The internet, an essential aspect of industry operations (Tandon et al., 2021), can significantly impact the productivity and efficiency of both employees and organisations (Koay & Soh, 2018b). While the internet may facilitate employees’ work, they may also use it to unwind during working hours. This will, in turn, compromise their ability to do their jobs (Andel et al., 2019). While at work, employees often cyberloaf on social media platforms like Facebook, YouTube, and WhatsApp (Koay & Soh, 2018b). This negative habit impacts organisational productivity and professional responsibilities (Zhong et al., 2022).
The number of workers who regularly use social networking sites via e-gadgets and mobile phones has increased by approximately 84.1% (Koay & Soh, 2018a). Gökçearslan et al. (2018) found that workers spend two hours per day on social media and non-work activities. Tandon et al. (2021) noted that employers may have a difficult time stopping employees from engaging in cyberloafing habits. Workplace productivity suffers when workers are too absorbed in their personal lives, which is detrimental to the organisation (Pindek et al., 2018).
There are many reasons employees practice cyberloafing behaviour in the workplace. As Reed (2004) noted, “toxic leadership is a type of leadership that is destructive to members of a team and the overall workplace” (p. 66). The leader’s toxic behaviour can influence employees’ attitudes and actions. The employees mindset may change from a constructive to destructive approach when leaders display intimidating behaviour toward subordinates (Bani-Melhem et al., 2020). Employees’ destructive approaches include turnover intention, anxiety, cyberloafing, and deviant or counterproductive work behaviours. Toxic leaders tend to be overconfident and arrogant. They view themselves as infallible. They scorn subordinates who dare to reprimand or disagree with their direction (Labrague, 2021).
Research has shown that the negative effect of toxic leadership on employee outcomes is at least as significant as the positive impact of constructive leadership practices (Mehta & Maheshwari, 2013). Misuse of power in the workplace has been linked to a range of negative effects on employee stress, absenteeism, job satisfaction, productivity, and loyalty (Zaman et al., 2022). Still, there is much to study regarding an individual’s feelings or behaviours related to their experience with toxic leadership.
Long-term, regular contact with toxic leaders increases stress and lowers employee well-being (Bani-Melhem et al., 2020). Employees who face toxic leadership feel abused and frustrated. Those who have worked with toxic leaders for an extended period tend to have poor self-worth and self-efficacy (Paton, 2021). Toxic leaders who shout, criticise, or ridicule subordinates will also increase emotional exhaustion, leading to behaviours that relieve stress. According to Gaines and Jermier (1983), “emotional exhaustion is a state of feeling emotionally worn-out and drained as a result of accumulated stress from your personal or work life, or a combination of both” (p. 568).