Can a single leadership style dismantle years of organisational culture and individual well-being?
Recent global research suggests that abusive supervision remains a pervasive threat, with one study indicating that such toxic dynamics are often fueled by leadership styles and the high-pressure absence of alternative employment options (Oyewunmi & Oyewunmi, 2022). For wellness practitioners, understanding the mechanics of this “shadow” leadership is the first step toward effective workplace intervention.
” toxic dynamics are often fuelled by leadership styles and the high-pressure absence of alternative employment options “
” displays of hostile verbal and non-verbal behaviours, has an inverse relationship with employee morale “
The Psychological Cost of Toxic Oversight
Supervision is a natural phenomenon in any structured organisation, yet its quality dictates the daily operational success and psychological safety of the workforce. Abusive supervision, characterised by sustained displays of hostile verbal and non-verbal behaviours, has an inverse relationship with employee morale (Masindi et al., 2023).
When practitioners assess declining productivity, the root cause is frequently found in the erosion of job satisfaction. This decline is not merely an emotional response but a significant behavioural outcome. Research suggests that high levels of abusive supervision lead to increased grievances and higher turnover rates, placing an immense burden on both the employee’s mental health and the organisation’s bottom line (Oyewunmi & Oyewunmi, 2022).
Applying Social Self-Efficacy in Intervention
To combat these effects, practitioners can look to Social Self-Efficacy Theory, which emphasises an individual’s belief in their capacity to execute behaviours necessary to produce specific performance outcomes (Bandura, 1977). In a toxic environment, this efficacy is often the first thing to shatter.
Interventions should focus on the triadic reciprocal determinism, the interplay between personal factors, behaviour, and the environment. Because relationships in the work environment play a primary role in shaping behavioural outcomes, wellness professionals must work to rebuild the “mastery experiences” of employees that have been stifled by abusive oversight (Tierney & Farmer, 2017). By shifting the focus back to an individual’s perception of their own capabilities, we can mitigate the psychological “downsize risk” often shared by subordinates in high-pressure sectors (Sinclair-Desgagne & Spaeter, 2021).
” wellness professionals must work to rebuild the “mastery experiences” of employees that have been stifled by abusive oversight “
Conclusion
The role of the wellness professional is not just to mend the individual, but to serve as a critical mirror to the organisation, identifying where leadership styles have become counterproductive to human health. As we continue to navigate the complexities of the modern South African workplace, your expertise remains the vital link between employee resilience and organisational sustainability. Stay connected with the broader EAPA-SA community to continue refining these essential professional insights.
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” The role of the wellness professional is not just to mend the individual, but to serve as a critical mirror to the organisation “
References
- Bandura, A. (1977). Self-Efficacy: Toward a Unifying Theory of Behavioural Change. Psychological Review.
- Masindi, T., et al. (2023). The influence of abusive supervision on employees’ morale at work: evidence from manufacturing organisations. Analele Universitatii Spiru Haret, Economics Series, 21(4). https://anale.spiruharet.ro/economics/issue/view/176/262
- Oyewunmi, A.E. & Oyewunmi, O.A. (2022). Abusive supervision and employee outcomes: A multi-sector analysis. Journal of Workplace Behavioural Health.
- Sinclair-Desgagne, B. & Spaeter, S. (2021). Incentive contracts and downsize risk share. French National Center for Scientific Research (CNRS).
- Tierney, P. & Farmer, S.M. (2017). Creative Self-Efficacy Development and Creative Performance Over Time. Journal of Applied Psychology.