Examining the Impact of Toxic Leadership on Export Performance with Organizational Silence as a Mediator and the Moderating Role of Dispersion in Organizational International Marketing Capabilities

Document Type : Research Article

Author

Department of of Management, Faculty of Humanities and Social Sciences, Golestan University, Gorgan, Iran

10.22059/jomc.2024.379889.1008688

Abstract

This study explores the effect of toxic leadership on export performance, with organizational silence as a mediator and the dispersion of international marketing capabilities as a moderator. A quantitative survey method was employed, involving 400 managers and employees from trading and export companies in Khorasan Razavi province. Data collection was conducted through standardized questionnaires, with reliability and validity confirmed using Cronbach's alpha and other metrics. Structural equation modeling and partial least squares (PLS) analysis were performed using PLS 4 software. The study revealed that toxic leadership significantly increases organizational silence (path coefficient = 0.693, t-value = 22.39) and reduces export performance (path coefficient = -0.405, t-value = 6.216). Organizational silence negatively impacts export performance (path coefficient = -0.167, t-value = 2.669); however, this relationship was not significant in the moderation model. Additionally, the dispersion of international marketing capabilities moderates the negative effect of toxic leadership on export performance (path coefficient = 0.129, t-value = 2.172). The study underscores the importance of effective leadership and strong international marketing capabilities in improving export performance. It demonstrates that toxic leadership can lead to organizational silence, which negatively affects export performance. However, having dispersed international marketing capabilities can mitigate the adverse effects of toxic leadership, highlighting the need for balanced leadership and strategic marketing practices to enhance export outcomes.

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References

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Organizational Culture Management
Volume 23, Issue 2
July 2025
Pages 121-138

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