CONSTRUCTIVE AND POTENTIALLY TOXIC MANAGERIAL ORIENTATIONS IN HYPOTHETICAL ORGANIZATIONAL SITUATIONS

Abstract

The aim of the research is to identify declared constructive and potentially toxic managerial orientations in hypothetical organizational situations and to determine their significance for sustainable human resource management. The study was quantitative, cross-sectional, and exploratory-diagnostic in nature.

A scenario-based electronic questionnaire was used. The analysis covered the responses of 300 respondents to 18 situations related, among others, to communication, delegation, time pressure, stress, conflicts, information flow, employee development, and work-life balance. The results indicate a predominance of constructive orientations. However, greater ambivalence and more frequent selection of risky behaviours were recorded under conditions of time pressure, stress, limited information flow, and communication problems. No significant differences in the overall score were found by gender. The results suggest that the risk of potentially toxic behaviours may be situational, which justifies combining the development of managerial competences with the design of working conditions that support dialogue, psychological safety, and responsible people management.