When a proximate starts to gossip

2019 ◽  
Vol 41 (5) ◽  
pp. 851-875 ◽  
Author(s):  
Bashir Ahmad ◽  
Hussain Tariq ◽  
Qingxiong (Derek) Weng ◽  
Samson Samwel Shillamkwese ◽  
Nadeem Sohail
Keyword(s):  
Social Interaction ◽  
Design Methodology ◽  
Experience Sampling ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Interaction Theory ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Retail Company

Purpose Based on revenge theory and the three objectives of social interaction theory of aggression, the purpose of this paper is to develop a framework to answer why and when a subordinate’s own behaviour instigates abuse at the workplace. In particular, the authors argue that subordinate gossip behaviour instils in supervisors a thought of revenge towards that subordinate, which, in turn, leads to abusive supervision. Specifically, this hypothesised relationship is augmented when the supervisor feels close to the gossiper (i.e. psychological proximity). Design/methodology/approach The authors conducted two independent studies to test the moderated mediation model, which collectively investigate why and when subordinate gossip behaviour provokes abusive supervision in the workplace. A lagged study (i.e. Study 1: 422 supervisors and subordinates) in a large retail company and an experience sampling study (i.e. Study 2: 96 supervisors and subordinates with 480 daily surveys) in multiple organisations provide support for the moderated mediation model. Findings The two-study (i.e. a lagged study and an experience sampling study) findings support the integrated model, which has mainly focussed on instrumental consideration of abusive supervision that influences the supervisor–subordinate relationship. Originality/value The two-study investigation has important and meaningful implications for abusive supervision research because it determines that subordinate gossip behaviour is more threating to a supervisor when the subordinate and the supervisor are psychological close to each other than when they are not. That is because when they are close, the supervisor is not expecting gossip behaviour from the subordinate, thus giving rise to an abusive workplace.

Networking and development idiosyncratic deals

2017 ◽  
Vol 22 (7) ◽  
pp. 816-828
Author(s):  
Sylvie Guerrero ◽  
Hélène Challiol Jeanblanc
Keyword(s):  
Design Methodology ◽  
Organizational Politics ◽  
Moderated Mediation ◽  
Research Model ◽  
Mediation Model ◽  
Idiosyncratic Deals ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Support Seeking ◽  
The Relationship

Purpose The purpose of this paper is to explore the antecedents of development idiosyncratic deals (i-deals) from an organizational politics and a situationist perspective. The paper tests a moderated mediation model in which networking skills is indirectly related to development i-deal in a context of high hierarchical plateau. Design/methodology/approach The authors test the research model with a sample of 252 engineers, 88 percent male, who work in an economically wealthy region of France and who are thus well positioned to negotiate development i-deals. Findings The authors lead analyses with the Preacher et al.’s macros on SPSS. Results support the hypotheses. The authors find that support-seeking behaviors partially mediate the relationship between networking skills and development i-deals, and that this relationship is significant only in a context of high plateauing. Originality/value Overall, this study contributes to a deeper understanding of i-deal antecedents by bridging the literatures on i-deals and careers. It also shows that socially skilled employees are able to seek support and in turn, to proactively negotiate development i-deals. This process is a way to cope with perceptions of hierarchical plateau.

When and how vicarious abusive supervision leads to bystanders’ supervisor-directed deviance

2019 ◽  
Vol 48 (7) ◽  
pp. 1734-1755
Author(s):  
Shu-Chen Chen ◽  
Na-Ting Liu
Keyword(s):  
Performance Appraisal ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Dyadic Relationships ◽  
Mediation Model ◽  
Responsibility Attribution ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Nuanced Understanding ◽  
Indirect Relationship

Purpose The purpose of this paper is to examine bystanders’ supervisor-directed deviance to vicarious abusive supervision by supervisor-directed attribution. Furthermore, this study developed a moderated–mediation model to explore how LMX between bystander and his/her supervisor moderate the relationship between vicarious abusive supervision and the supervisor-directed attribution, which subsequently influences bystanders’ supervisor-directed deviance. Design/methodology/approach The paper tested the model using a sample of 336 workers using a two-wave survey. A moderated–mediation analysis was conducted with bootstrapping procedure to test the first stage moderated–mediation model in this study. Findings The results showed that LMX (between bystander and his/her supervisor) weakens the indirect relationship between vicarious abusive supervision and supervisor-directed deviance by bystanders’ supervisor-directed attribution. Practical implications Leadership training programs should be conducted to caution supervisors in terms of the deleterious consequences of vicarious abusive supervision. Organizations also should plan perception and communication training courses for leaders; such training would reduce bystanders’ responsibility attribution to them by providing timely explanations and communication. Furthermore, organizations should monitor supervisors by managers’ performance appraisal and formulate rules to punish abusive managers. Originality/value These results clarify the nature and consequences of LMX (dyadic relationships of bystanders–supervisor) for bystanders’ attribution process, and explain underlying attributional perceptions and reactions to vicarious abusive supervision. This study provides a more nuanced understanding of when and how vicarious abusive supervision leads to bystanders’ supervisor-directed deviance.

The (socio) politics of misfit: a moderated-mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elena Zubielevitch ◽  
Helena D. Cooper–Thomas ◽  
Gordon W. Cheung
Keyword(s):  
Design Methodology ◽  
Moderated Mediation ◽  
Job Mobility ◽  
Mediation Model ◽  
Organizational Responsiveness ◽  
Content Type ◽  
Mediation Analyses ◽  
Moderated Mediation Model ◽  
Low Levels ◽  
Novel Model

PurposeThe growing instability of the labor market will almost certainly result in more employees whose values misfit with their organization’s. This paper draws from the exit-neglect-voice-loyalty model to examine a broader range of responses to misfit; explores sociopolitical resources as the mechanisms through which misfit transmits its effects and investigates job mobility as a boundary condition enhancing or constraining responses to misfit.Design/methodology/approachA novel model (N = 152 New Zealand employees) examined links from misfit to two sociopolitical resources (perceived influence and organizational responsiveness) and from these to exit-neglect-voice-loyalty moderated by job mobility. Supplemental analyses examine moderated-mediation.FindingsMisfit negatively predicted both sociopolitical resources, perceived influence and organizational responsiveness. Moderated-mediation analyses showed that the constructive reactions to misfit (voice and loyalty) were predicted conditionally at low levels of job mobility and indirectly via the respective sociopolitical resources. In contrast, destructive reactions to misfit (exit and neglect) were predicted directly, with neglect predicted at high levels of job mobility.Research limitations/implicationsImplications for human resource practitioners highlight the deleterious repercussions of misfit but also include the conditions under which misfit employees may attempt to constructively salvage their employment relationship.Originality/valueThis study integrates a broader set of concurrent responses to misfit using the exit-neglect-voice-loyalty typology, as well as introducing sociopolitical perspectives to the literature on misfit.

An eye for an eye: does subordinates’ negative workplace gossip lead to supervisor abuse?

2019 ◽  
Vol 49 (1) ◽  
pp. 284-302
Author(s):  
Muhammad Naeem ◽  
Qingxiong (Derek) Weng ◽  
Ahmed Ali ◽  
Zahid Hameed
Keyword(s):  
Emotional Regulation ◽  
Negative Emotions ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Content Type ◽  
Abusive Behavior ◽  
Moderated Mediation Model ◽  
Longitudinal Data Collection ◽  
The Relationship

Purpose Drawing upon affective events theory, the authors propose that the subordinates’ negative gossip acts as a targeting affective event which leads to supervisor negative emotions. In turn, such negative emotions provoke supervisors to exhibit abusive behavior toward their subordinates. Additionally, the authors propose that an affective dispositional factor, namely, supervisor emotional regulation, moderates the hypothesized relationships. Using multisource data and a moderated-mediation model, the authors find that the supervisor’s perception of the subordinates’ negative workplace gossip is associated with abusive supervision through the supervisor’s negative emotions. Moreover, the supervisor’s emotional regulation mitigates the relationship between such negative gossip and the supervisor’s negative emotions. The paper aims to discuss this issue. Design/methodology/approach Data were collected from employees (e.g. subordinates) and their immediate supervisors in organizations representing a variety of industries (e.g. finance, health care, information technology, public safety and human services) located in three cities in China. Respondents were recruited from different professional online forums with the offer of free movie tickets in return for participation. Findings Using multisource data and a moderated-mediation model, the authors find that the supervisor’s perception of the subordinates’ negative workplace gossip is associated with abusive supervision through the supervisor’s negative emotions. Moreover, the supervisor’s emotional regulation mitigates the relationship between such negative gossip and the supervisor’s negative emotions, but not the relationship between the supervisor’s negative emotions and abusive supervision. Research limitations/implications Like all studies, the current one is not without limitations. First, the data were collected using a cross-sectional research design, which limits the interference of causality among the hypothesized relationships in the model. Future research work should apply alternative research designs such as a daily diary or longitudinal data collection (Shadish et al., 2002), in order to support the validity of the study. Practical implications In practical terms, abusive supervision is recognized as a destructive workplace behavior that is costly to organizations (Mackey et al., 2017; Martinko et al., 2013). Thus, it is important for organizational management and practitioners to understand the reasons why supervisors exhibit abusive behavior toward subordinates. Social implications Through this study, higher management must understand harmful effects of subordinates’ workplace negative gossip, it must be recognized as other types of workplace mistreatment (rudeness and incivility), establishment and enforcement of the code of conduct can prevent negative workplace gossip prevalence in the workplace. Originality/value This study has contributed to the organizational behavior literature in several aspects. First, most studies have examined the consequences of abusive supervisor through subordinates victimization, current study contributes in the ongoing stream of research by examining antecedents of abusive supervision through subordinates’ social victimization (e.g. negative workplace gossip) of supervisors.

scholarly journals The effects of abusive supervision, emotional exhaustion and organizational commitment on cyberloafing: a moderated-mediation examination

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pang Kiam Lim ◽  
Kian Yeik Koay ◽  
Wei Ying Chong
Keyword(s):  
Organizational Commitment ◽  
Emotional Exhaustion ◽  
Structural Equation ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model

PurposeCyberloafing (employees' non-work-related online activities at work) has become a common workplace problem for many organizations. Research investigating the underlying mechanisms and boundary conditions under which abusive supervision influences cyberloafing remains largely underdeveloped. Drawing from social exchange theory and conservation of resources theory, we developed a moderated-mediation model in which emotional exhaustion was theorized as a unique mechanism underlining why employees are more likely to engage in cyberloafing under the supervision of abusive leaders. In addition, we proposed that organizational commitment to be a relevant boundary condition to influence such a relationship.Design/methodology/approachWe collected 255 data from employees working in public listed companies in Malaysia and used partial least squares structural equation modeling (PLS-SEM) to analyze the data.FindingsThe results showed that the influence of abusive supervision on cyberloafing through emotional exhaustion is only significant when organizational commitment is low.Originality/valueThis study constructed a moderated-mediation model by introducing the potential mediating effect of emotional exhaustion and the moderating effect of organizational commitment to reveal the mechanism through which abusive supervision related to cyberloafing.

scholarly journals When do abusive leaders experience guilt?

2020 ◽  
Vol 32 (6) ◽  
pp. 2239-2256 ◽  
Author(s):  
Cass Shum ◽  
Anthony Gatling ◽  
Min-Hsuan Tu
Keyword(s):  
Design Methodology ◽  
Abusive Supervision ◽  
Appraisal Theory ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Path Analyses ◽  
The Relationship ◽  
Practical Implications ◽  
Scenario Study

Purpose Drawing from the appraisal theory, this paper aims to examine the conditions under which abusive leaders experience guilt and suggests that guilt motivates leaders to help followers. Design/methodology/approach A scenario study with a sample of 285 hospitality supervisors was used to test the theoretical model. Path analyses were conducted to test the three-way-moderated mediation model. Findings Results show a three-way interaction among enacted abuse, managerial abuse and agreeableness on the guilt: leaders are more likely to experience guilt over their enacted abusive supervision when they do not perceive their direct manager as abusive and when they are agreeable. Moreover, guilt mediates the relationship between enacted abuse and a leader’s intention to help their followers. Research limitations/implications This study shows that abusive supervisors pay an emotional cost for their enacted abuse (in terms of guilt). Practical implications Hospitality organization should assign non-abusive mentors to leaders, especially agreeable ones, to detect and reduce abusive supervision. Originality/value First, this study addressed the lack of research on the effect of abusive supervision on the abusers by studying the conditions under which abusive leaders experience guilt. Second, this study shows that because of guilt, abusive leaders have a higher intention to help their followers. It explains why abusive leaders can be helpful.

Promoting strategic performance through strategic orientation and strategic renewal

2019 ◽  
Vol 58 (2) ◽  
pp. 376-392 ◽  
Author(s):  
Hassan Ahmed Shah ◽  
Muhammad Yasir ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed
Keyword(s):  
Positive Impact ◽  
Moderated Mediation ◽  
Strategic Orientation ◽  
Mediation Model ◽  
Content Type ◽  
Strategic Performance ◽  
Strategic Renewal ◽  
Mediating Role ◽  
Moderated Mediation Model

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.

Subdimensions of total rewards satisfaction and creativity among R&D employees: a moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhenyuan Wang ◽  
Jianghong Du ◽  
Herman H.M. Tse ◽  
Jun Gu ◽  
Hui Meng ◽  
...  
Keyword(s):  
Work Stress ◽  
Work Engagement ◽  
Indirect Effects ◽  
Moderated Mediation ◽  
Relative Importance ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Total Rewards

PurposeThis study aims to explore the relative importance of the subdimensions of total rewards satisfaction in predicting research and development (R&D) employee creativity. In addition, the study examines the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement and the moderating role of challenge-related work stress in the first stage.Design/methodology/approachA two-wave design was used, in which total rewards satisfaction and challenge-related work stress were measured in the first wave. Work engagement and creativity were measured in the second wave. Dominance analysis and the latent moderated mediation model were used for the data analyses.FindingsThe analyses show that nonfinancial rewards satisfaction completely dominates indirect and direct financial rewards satisfaction when predicting creativity. Indirect financial rewards satisfaction completely dominates direct financial rewards satisfaction when predicting creativity. Work engagement mediates the relationships between the subdimensions of total rewards satisfaction and creativity. Challenge-related work stress moderates the relationships between the subdimensions of total rewards satisfaction and work engagement and the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement.Practical implicationsThe results imply that managers should set challenge demands for R&D employees and try to improve their total rewards satisfaction, especially their nonfinancial and indirect financial rewards satisfaction, for them to be more creative.Originality/valueThis empirical study contributes to the literature by comparing the relative importance of the different dimensions of total rewards satisfaction in predicting creativity. The study also clarifies how (through work engagement) and when (based on challenge-related work stress) the subdimensions of total rewards satisfaction are positively related to R&D employees' creativity.

Ethical leadership, frustration, and humor: a moderated-mediation model

2018 ◽  
Vol 39 (5) ◽  
pp. 665-678 ◽  
Author(s):  
Matthew Valle ◽  
Micki Kacmar ◽  
Martha Andrews
Keyword(s):  
Ethical Leadership ◽  
Affective Commitment ◽  
Positive Mood ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Mediation Model ◽  
Surface Acting ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain. Design/methodology/approach Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model. Findings Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger. Research limitations/implications Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership. Originality/value This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

Sign in / Sign up

Export Citation Format

Share Document