Introduction

Leaders in public sectors are the source of a leadership process, and followers are the object of the leader's behaviours (Ospina, 2017). In public sectors, leaders are expected to show some leadership practices (Clark et al., 2014; Murphy et al., 2017; Ospina, 2017). Toxic leadership is relatively a new concept in leadership literature, and understanding its impact on public sectors is vital. In many public organisations, toxic behaviours are less accepted and potentially deteriorate leader-follower social interactions, which could cause detrimental effects to employees' well-being, attitude, and performance (Bansal and Malhotra, 2018; Gabriel, 2016; Vogel et al., 2016; Zaabi et al., 2018). Interestingly, while in many organisations, a leader's toxicity caused unpleasant experiences to employees (Pelletier, 2010), Reed and Bullis (2009) found no significant impact of supervisor's toxicity on follower's retention because the forces adopted unique military values, and they tended to tolerate toxic behaviours perpetrated by their supervisors. Thus, this study raised a question regarding how leaders' toxic behaviours influence employees' intention to quit and eventually trigger employees' counterproductive work behaviours in public sectors.

Assignment

How do the authors organize the introduction?

Do the subheadings and article's discussion follow the "blueprint and map" outlined in the introduction?