بررسی تأثیر رهبری زهرآگین بر دلبستگی کاری کارکنان در سازمان‌های دولتی

1-Ajami, A. & Dadfar, E. (2017). Investigating toxic leadership with anti-productive behaviors in Meshkin Shahr and Lahroud Education Bureaus. Annual Conference of Business Management and Economy, Tehran, Iran. (In Persian)

2-Ashforth, B. E. (1997). Petty tyranny in organizations: A preliminary examination of antecedents and consequences. Canadian Journal of Administrative Sciences, 14(2), 126-140.

3-Babiak, P. & Hare, R. D. (2006). Snakes In Suits: When Psychopaths Go To Work. New York: Regan Books, Harper Collins Publishers.

4- Bradley, P. & Charbonneau, D. (2004). Transformational leadership: Something new, something old. Canadian Military Journal, 5(1), 7-14.

5-Demir, D. & Rodwell, J. (2012). Psychosocial antecedents and consequences of workplace destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158‌.

6-Einarsen, S., SchankeAasland, M. & Skogstad, A. (2007). Destructive leadership behavior: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.

7-Elci, M., Sener, I., Aksoy, S. & Alpkan, L. (2012). The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of work related stress. Procedia - Social and Behavioral Sciences, 58, 289-297.

8- Fathollahi, A. & Pouraghajan-Hosseini, S. R. (2017). Investigating the effect of social capital on organizational misbehavior considering the role of toxic leadership (case study: Employees of Imam Khomeini (RH) Marine University). Marine Education, 4(11), 81-93. (In Persian)

9- Flynn, G. (1999). Stop Toxic Managers Before They Stop You. Workforce. Retrieved from: www. workforce.com

10- Frunham, A. & Taylor, J. (2011). The Dark Side of Behaviour at Work: Understanding and Avoiding Employees Leaving, Thieving and Deceiving. Basingstoke: Palgrave Macmillan.

11- Ghapanchi, A. H. & Aurum, A. (2010). Antecedents to IT personnel's intentions to leave: A systematic literature review. Journal of Systems and Software, 84 (2), 238-249.

12- Hamidizadeh, A., Zareimati, H. & Zafari, H. (2017). Investigating the effect of toxic leadership style and malfunctioning behaviors on the outcomes and job attitudes of employees. Organizational Behavior, 6(23), 1-31. (In Persian)

13- Heppell, T. (2011). Toxic leadership: Applying the Lipman-Blumen model to political leadership. Representation, 47(3), 241-249.

14- Hu, H. H. (2012). The influence of employee emotional intelligence on coping with‌ supervisor abuse in a banking context. Social Behavior and Personality: An International Journal, 40(5),‌ 863-874

15-Karatepe, O. M. (2013). High-performance work practices, work social support and their effects on job embeddedness and turnover intentions. International Journal of Contemporary Hospitality Management, 25(6), 903-921.

16- Karatepe, O. M. & Vatankhah, S. (2014). The effects of high-performance work practices and on flight attendants' performance outcomes. Journal of Air Transport Management, 37, 27-35.

17- Kheyrandish, M. & Dorani, A. (2018). The mediating role of employee’s work engagement on the effect of genuine leadership on decreasing organizational pessimism. Human Sources Studies, 8(30), 69-86. (In Persian)

18- Leet, E. (2011). The impact toxic or severe dysfunctional leadership has on the effectiveness of an organisation. PhD Thesis, Murdoch University, Australia.

19-Martino, V. D. (2003), Relationship of work stress and
workplace violence in the health sector. International Labour Office, International Council of Nurses, World Health Organization.

20-Nazemi, G. R. & Feizi, M. (2014). Investigating the effect of toxic leadership on employees’ behavior (case study: Ardebil engineering council). MA Thesis, Islamic Azad University, Garmsar, Iran. (In Persian)

21-Nielsen, R. P. (2003). Corruption networks and implications for ethical corruption reform. Journal of Business Ethics, 42(2), 125-149.

22-Padilla, A., Hogan, R. & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conductive environments. The Leadership Quarterly, 18(3), 176-194.

23-Rahimi, A., Ahmadi, F. & Akhounzadeh, M. R. (2004). Factors affecting on nurses’ work tension, employed in some hospitals in Tehran. Hayat, 10(22), 13-23. (In Persian)

24- Rahimnia, F., Salehi, S. & Islami, G. (2017). Investigating the effect of security and job independence on leaving jobs due to work engagement in government organizations. Public Management, 9(2), 333-357. (In Persian)

25- Rangriz, H., Sajjad, A. & Latifijaliseh, S. (2017). Factors affecting on employees’ work engagement via meta-analysis. Occupational and Organizational Consulting, 10(37), 117-146. (In Persian)

26- Reed, G. E. (2015). Tarnished: Toxic Leadership in the US Military. Washington: Potomac Books.

27- Rezapour, M. & Ebrahimi, J. (2016). The effect of cultural capital on work engagement among the professors of Mohaghegh Ardebili University. Social Sciences Studies, 13(3), 93-106. (In Persian)

28-Roter, A. B. (2011). The lived experiences of registered nurses exposed to toxic leadership behaviors. PhD Thesis, Capella University, Minneapolis, United States.

29-Rothbard, N. P. (2001). Enriching or depleting? The dynamics of engagement in work and family roles. Administrative Science Quarterly, 46(4), 655-684.

30-Schaufeli, W. B., & Bakker, A. B. (2003). Test manual for the Utrecht Work Engagement Scale. Unpublished manuscript, Utrecht University, the Netherlands. Retrieved from: http://www.schaufeli.com

31-Schmidt, A. A. (2008). Development and validation of the toxic leadership scale. Master Thesis, University of Maryland, Maryland, United States.

32- Seyedjavadeyn, S. R., Gholipour, A. & Janalizadehshoki, M. (2014). Recognition of the effect of applying toxic leadership style in the organization on the results and outcomes of human resources. Human Resources Management Research, 6(4), 109-127. (In Persian)

33-Spranger, A. (2014). Toxic leadership and organizational engagement. Submitted to the Virtual Conference on Moral Leadership and the Journal of Virtues and Leadership, Virginia, United States.

34- Taherlou, S., Fazlzadeh, A., Sanobar, N. & Faryabi, M. (2017). The effect of person-job proportion on willingness to leave job and improve job quality emphasizing on the role of work engagement: Evidences from brokerage industry. Management of Organizational Culture, 15(2), 249-269. (In Persian)

35- Tajvaran, M. & Seyf, M. H. (2016). Work engagement predictability model based on quality of working life and organizational justice of Shiraz physical education teachers, mediating role of conflict and organizational commitment. Management and Sports Development, 6(3), 71-85. (In Persian)

36- Tepper, B. J., Duffy, M. K., Henle, C. A. & Lambert, L. S. (2006). Procedural injustice, victim precipitation, and abusive supervision. Personnel Psychology, 59(1), 101-123.

37- Whicker, M. L. (1996). Toxic Leaders: When Organizations Go Bad. Westport: Quorum Books.

38- Wilson-Starks, K. Y. (2003). Toxic leadership. Transleadership, Inc.

39-Xu, E., Huang, X., Lam, C. K. & Miao, Q. (2012). Abusive supervision and work behaviors: The mediating role of LMX. Journal of Organizational Behavior, 33(4), 531-543.

40-Yaghoubi, M. & Yaghoubi, N. M. (2015). The role of empowerment components of psychology on predicting work engagement. Iranian Management Research. 21(3), 243-261. (In Persian)

41-Yarmohammadzadeh, P. & Feizi, A. (2015). The mediating role of work engagement and relationship between occupational features and employees’ work commitment of the employees of Shahid Madani University. New Psychological Researches, 10(38), 203-225. (In Persian)