A hurting embrace does not last long: toxicity of abusive supervision erodes leader and organizational identification to cause turnover intention.

PURPOSE: The study aims to investigate the mediating roles of leadership identification and organizational identification linking abusive supervision to employees' turnover intention. DESIGN/METHODOLOGY/APPROACH: Using a self-administer survey design, data were collected from 229 nursing workforce employed in hospitals located in Karachi. FINDINGS: The research findings show that abusive supervision has a considerably positive influence on turnover intention. The findings also show that abusive supervision negatively affects nurses' leadership identification and organizational identification. Leadership identification and organizational identification were found to be negatively related to nurses' turnover intention. Finally, leadership identification and organizational identification were found to parallelly mediate the relationship between abusive supervision and turnover intention. ORIGINALITY/VALUE: This study helped uncover the previously unknown parallel mediating mechanism of organizational identification and leadership identification. Additionally, abusive supervision was found to negatively affect employees' leadership identification.

The Emerging Paradigm of Leadership for Future: The Use of Authentic Leadership to Lead Innovation in VUCA Environment.

This study explicated the mediating role of leader-member exchange (LMX) and identification with the leader linking authentic leadership and innovative work behavior. The data were collected from the three sectors of the service industry. The final sample size obtained was 347. The data were collected both through the Google form and pen-filled questionnaires. SPSS was used to compute demographic profiles and conduct a hierarchal regression, while Smart-PLS was used for evaluating the constructs for their psychometric properties and testing the structural relations as proposed in the model. This study found LMX and identification with the leader to mediate between authentic leadership and the innovative work behavior of the employees.