The moderator role of grit in the effect of toxic leadership perception on service innovation behavior and intention to leave

In this study, it was aimed to examine the moderator role of grit in the effect of toxic leadership perception on service innovation behavior and intention to leave and also to reveal the subjective meanings attributed to this process by employees with toxic leadership perception. The research was carried out according to the mixed research method, which is defined as the combination of qualitative and quantitative methods, approaches and concepts related to the same basic phenomena. In order to meet this aim, explanatory sequential research design was used as a mixed research design in which quantitative and then qualitative data were collected. The quantitative dimension of the research is based on the "field research" pattern. The qualitative dimension of the research is based on phenomenology pattern. Within the scope of the quantitative research, the data were collected from 700 participants working in 3 different hospitals in the provincial center of Hatay, with a questionnaire (survey) consisting of scales of which validity and reliability had been tested. The quantitative research data obtained were analyzed using the SPSS and AMOS statistical programs. The data were examined through Descriptive Statistics, Exploratory and Confirmatory Factor Analysis, Pearson Correlation Coefficient, Regression Analysis, and Hierarchical Regression Analysis. The data of qualitative research were extracted from 22 healthcare employees with toxic leadership perception by means of a semi-structured interview technique. The data were analyzed with the computer aided qualitative data analysis program MAXQDA by making thematic content analysis and visual tools of the program were also used. In accordance with the purpose of the study, the data generation and analysis techniques of qualitative research were used to make inductive inferences by questioning the toxic leadership perceptions of the participants. The results obtained in the quantitative research exhibited that the toxic leadership perception has a positive effect on employees' intention to leave whereas it has a negative effect on service innovation behavior. On the other hand, it was seen that grit did not have a moderator role on the effect of toxic leadership perception over service innovation behavior of employees and their intention to leave. When examined in terms of sub-dimensions, it was ascertained that only one sub-dimension of grit had a moderating role on the effects of toxic leadership subdimensions (unappreciativeness, utilitarian, egoistic and psychological dysfunction) on employee service innovation behavior sub-dimension which is one of the two subdimensions of service innovation behavior. As a result of the content analysis, the data transformed into themes and sub-themes related to the experiences of healthcare professionals with their leaders configured the findings of the research. Accordingly, while the participants' evaluations of their leaders are dealt within the scope of the "current situation"; their evaluations of what idealistically should be are discussed within the scope of "dreams". The evaluations of the participants regarding their business and daily social lives, depending on the meanings they attribute to their leaders and their experiences with their leaders, are included within the scope of the current situation. Regarding their dreams, the participants talked about the meanings they attribute to leaders and leadership and the characteristics that a leader should have. Through metaphors, they made analogies to their leaders, their relations with their leaders, and the leaders of their dreams. Evidently, while some findings of the quantitative and qualitative stages of the research support each other, some differed. This can be interpreted as an indication of the need for research using mixed research method to reach in-depth information about the subjective experiences of healthcare professionals identified to have toxic leadership perceptions at the qualitative stage.