The effect of constructive and destructive leadership style on organizational climate and employee performance

Abstract

The aim of this study is to investigate the effects of constructive and destructive leadership styles on organizational climate and employee performance, and to reveal separately whether the organizational climate has a mediating role in the effect process between constructive leadership and employee performance, and destructive leadership and employee performance and to contribute to the literature on leadership and organizational climate. The scales in the research model were applied to exploratory and confirmatory factor analysis, and it was seen that the model was acceptable in terms of goodness of fit values. The hypotheses were tested through the structural equation model. Results indicate that destructive leadership affects employee performance and organizational climate negatively, constructive leadership affects employee performance and organizational climate positively, and organizational climate has a full mediating role on relationship destructive leadership and employee performance. Also organizational climate has a full mediating role on relationship constructive leadership and employee performance.