Abstract:

This study aims to investigate the effects of constructive and destructive leadership styles on organizational climate and employee performance. By examining separately whether the organizational climate has a mediating role between constructive leadership and employee performance and destructive leadership and employee performance, this study contributes to the literature on leadership and organizational climate. The sample of the study contains 721 employees working in enterprises located in Konya and Istanbul. The study uses the relational screening model and tests hypotheses through the structural equation methodology. The results indicate that while destructive leadership affects employee performance and organizational climate negatively, constructive leadership affects them positively. The organizational climate has a fully mediating role in the relationship between destructive leadership and employee performance. Moreover, the organizational climate has a fully mediating role in the relationship between constructive leadership and employee performance.

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