The Relationship between Social Anxiety and Relational Aggression : A Moderated Mediation Model of Relational Hostile Attribution Bias and Impulsivity

2021 ◽  
Vol 21 (1) ◽  
pp. 1-27
Author(s):  
Yoonhee Kim ◽  
◽  
Hyein Chang
Author(s):  
Anna Maria Annoni ◽  
Serena Petrocchi ◽  
Anne-Linda Camerini ◽  
Laura Marciano

Background: The pervasiveness of smartphones has raised concerns about an increase in the prevalence of problematic smartphone use (PSU), which depends on a set of psychological and behavioral risk factors. Previous research has yielded mixed results on factors predicting PSU, including social anxiety and trust. In particular, the role of trust remained largely unexplored. In the present study, we aimed to investigate the relationship between social anxiety and PSU, via the mediating role of time spent on the phone, and to explore the moderating role of dispositional trust toward others, by using a moderated mediation model with PSU as the outcome. Methods: A total of 240 young adults (Mage = 23.33, SD = 3.90, 50% male) answered an online questionnaire, which included the 12-item Social Anxiety Scale, a question on the daily duration of smartphone use, a single-item measure of dispositional trust, and the 10-item Smartphone Addiction Scale Short Version. Gender and occupational status were included as covariates. Results: Social anxiety was significantly and positively related to PSU; however, smartphone use did not mediate this relationship. Although the relationship between smartphone use and PSU was significant and positive, the link between social anxiety and smartphone use was not. Dispositional trust moderated and strengthened the direct relationships between social anxiety and PSU as well as smartphone use and PSU. Conclusions. Heavy smartphone users as well as socially anxious individuals, with the tendency of trusting others, are more at risk of PSU, which can be explained by their preference and search for online connections.


2019 ◽  
Vol 47 (12) ◽  
pp. 1-12
Author(s):  
Lei Yao ◽  
Ping Li

We applied conservation of resources theory to propose a moderated mediation model explaining how and when moral leadership influences employees' work–family conflict (WFC). Specifically, we hypothesized that both job clarity and workplace anxiety would mediate the relationship between moral leadership and employees' WFC, and that trust in supervisor would moderate the indirect effect of moral leadership and WFC through job clarity and workplace anxiety. We collected data from 258 employees of 3 companies in China, and their spouses. The findings indicated that job clarity and workplace anxiety mediated the relationship between moral leadership and employees' WFC, and that trust in supervisor strengthened the indirect effect through job clarity and workplace anxiety. Theoretical and practical implications of our findings are discussed regarding how and when moral leadership style reduces employees' WFC.


2019 ◽  
Vol 139 ◽  
pp. 228-234 ◽  
Author(s):  
Fangying Quan ◽  
Rujiao Yang ◽  
Wenfeng Zhu ◽  
Yueyue Wang ◽  
Xinyu Gong ◽  
...  

2018 ◽  
Vol 39 (5) ◽  
pp. 665-678 ◽  
Author(s):  
Matthew Valle ◽  
Micki Kacmar ◽  
Martha Andrews

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.


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