The purpose of this dissertation is to examine coping mechanisms for stress-related processes experienced by followers of toxic leaders in dyadic relationships. Toxic leaders create stressful environments that can elicit different forms of responses from employees. Unresolved and prolonged stressful work environments are known to be consequential to employees’ health, well-being, and favorable organizational outcomes. However, what was missing was a comprehensive approach for examining critical elements of leader toxicity, follower stress, and coping strategies. CIMO-logic was used to frame the research question: what coping mechanisms reduce follower stress-related responses created by the toxic leader-follower dyadic relationship? The diffusion of cognitive dissonance theory, implicit leadership-followership theory, and cognitive theory of stress and coping underpinned the conceptual framework examining follower implicit perception of stress in a dyadic relationship, the follower’s cognitive appraisal process, and motivation for coping. A systematic review of the literature, documented with PRISMA, was screened using the Holland and Rees Model for quality appraisal to generate a dataset of 35 primary studies. A realist synthesis approach addressed the relationship between stress and coping strategies effective in reducing follower stress in dyadic relations with toxic leaders. Findings from the synthesis indicated a typology of individual cognitive interventions related to problem-solving, emotional coping, and management interventions. Problem-solving approaches included communication, avoidance, self-control, and leadership support. Emotional approaches included counteracting beliefs, psychological-empowerment, and organizational commitment. Managerial interventions included human resource policies, social support, therapy, and cultural change. These findings and conclusions from the findings suggest that management can benefit from implementing follower-centric and managerial-centric coping mechanisms as a dual approach toward managing stress while maintaining leader-follower congeniality, follower well-being, and favorable organizational outcomes.
|Advisor:||Wharff, Deborah M., Wagner, Wanda S.|
|Commitee:||Breckon, Denise A.|
|School:||University of Maryland University College|
|Department:||School of Business|
|School Location:||United States -- Maryland|
|Source:||DAI-A 81/9(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management, Organizational behavior|
|Keywords:||Cognitive appraisal, Cognitive dissonance theory, Cognitive theory of stress and coping, Coping mechanisms, Dyadic coping, Leader-follower dyad, Implicit leadership-followership theory, Stress environment, Toxic leader, Well-being|
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