Relationship Between Tyrannical Leadership, Psychological Pain, Workplace Sabotage, and Self-Efficacy

Abstract

Tyrannical leaders exploit and persuade through terror and ultimatum or
seduce through individuality and charity. The current investigation aims to examine the association among tyrannical leadership, psychological pain, and workplace sabotage among employees. Also, explore the buffering impact of self-efficacy on this relationship. Data was gathered from 430 employees aged 25-60 years old, collected by using a purposive sampling technique. Data were collected using four reliable scales: the Abusive Leadership Questionnaire, the Mee-Bunney Psychological Pain Assessment Scale, the Sabotage Behavior Scale, and the New General Self-Efficacy Scale. Findings revealed that employees working under tyrannical leadership experience psychological pain and workplace sabotage. Self-efficacy acts as a moderator. Workers with high self-efficacy are more self-assured in their abilities and better equipped to cope with the stress imposed by tyrannical leaders. This study will help employees to develop and encourage self-efficacy instead of experiencing psychological pain and performing sabotage behavior.