Investigating the mediating role of Social undermining in the relationship between toxic leadership and organizational indifference

The purpose of this research was to investigate the mediating role of social undermining in the relationship between toxic leadership and organizational indifference. The research method was applied in terms of objective and correlational in terms of descriptive method. The statistical population of the research was the employees of the fiscal affairs organization of East Azarbaijan province with the number of 812 people, from this population, the desired sample number was obtained through the Morgan table, the number of 291 people. which is selected by stratified random sampling method. standard questionnaires data collection tool; The toxic leadership of Ashmit (2008), Duffy's Social Attrition (2002) and the Organizational Indifference Questionnaire of Danai Fard et al. Face validity and CVR index were used to determine validity, and Cronbach's alpha method was used to determine reliability. The value of alpha for toxic leadership, organizational indifference and social undermining was obtained as 0.894, 0.821 and 0.858 respectively. The analysis of research data has been done through path analysis and structural equation model using Lisrel software. The results of the research have shown that toxic leadership has an effect on social undermining with an effect intensity of 0.361 and on organizational indifference with an effect intensity of 0.276. Also, social undermining has a mediating role in the relationship between toxic leadership and organizational indifference with an effect intensity of 0.173. Social wear also with the effect intensity of 479/. It affects organizational indifference.