According to social information processing theory and conservation of resource theory, we examine whether and how authoritarian-benevolent leadership influences employees’ proactive work behaviors (PWBs) and unethical pro-organizational behaviors (UPBs). Study 1, a survey of 351 participants, revealed that authoritarian-benevolent leadership was positively related to LMX ambivalence, and that LMX ambivalence was negatively related to employees’ PWBs as well as UPBs. Further, the results showed that LMX ambivalence mediated the relationship between authoritarian-benevolent leadership and employees’ PWBs as well as UPBs. We (...) also found that dialectical thinking negatively moderated the effect of authoritarian-benevolent leadership on employee LMX ambivalence. Study 2, using manipulations in the form of scenarios, examined the mediating effect of LMX ambivalence linking authoritarian-benevolent leadership with employees’ PWBs and UPBs. We discussed the theoretical and practical implications of our findings. (shrink)

Extant literature has underlined the importance of newcomer proactive socialization to the organization. However, the effect of coworker ostracism on newcomers’ proactive behaviors has not been noticed. Drawing on the conservation of resources theory, we proposed a model exploring how coworker ostracism impacted newcomers’ proactive behaviors via the mediation of psychological availability. Through an empirical study with a sample of 263 newcomers and three waves of longitudinal data, we found that coworker ostracism had a negative effect on newcomers’ information seeking (...) and guanxi developing. In addition, emotional intelligence enhanced the negative effect of coworker ostracism on newcomers’ psychological availability and the indirect influence of coworker ostracism on newcomers’ proactive behaviors via psychological availability. Important theoretical and practical implications are discussed. (shrink)

Extant research suggests that workplace ostracism has a detrimental impact on the outcomes of employees. However, very little is known about the impact of workplace ostracism on sleep quality. Therefore, this study aimed to address this gap in the literature. By employing the extended stressor-detachment model, we investigated the mediating role of psychological detachment and the moderating role of coping humor. We used a self-report questionnaire and a time-lagged research design to assess employees’ workplace ostracism, coping humor, psychological detachment, and (...) sleep quality. A total of 403 valid questionnaires were obtained from participants in full-time employment in China. As predicted, the results showed that workplace ostracism is negatively associated with psychological detachment, which in turn, impairs sleep quality. We further found that high levels of coping humor buffer the negative effect of workplace ostracism on psychological detachment and sleep quality. In addition, the moderation effect of coping humor on the relationship between workplace ostracism and sleep quality is mediated by psychological detachment. Finally, based upon the results, we discuss the theoretical implications, provide practical proposals for managers and policymakers, and make suggestions for the direction of further research. Keywords: workplace ostracism, coping humor, psychological detachment, sleep quality, mediated moderation model. (shrink)

It has been contended that ostracism is prevalent in the workplace, and there has been increasing research interest in its potential effects. This paper extends the theoretical framework of workplace ostracism by linking it with affective commitment and intention to leave from the perspective of job embeddedness. Using time-lagged data from China, we apply job embeddedness theory to confirm that workplace ostracism decreases the cultivation of job embeddedness, which in turn undermines affective commitment and induces intention to leave. We also (...) find that intrinsic work motivation strengthens the detrimental effects of workplace ostracism on job embeddedness such that the negative relationship is stronger when intrinsic motivation is high rather than low. We further discuss the theoretical and practical implications of our findings and offer future research directions. (shrink)

The level of organizational self-esteem of employees, whether on the production line or as managers or directors of enterprises, does not only correlate with individual performance but has also become a key factor in determining the completion of team core tasks. Based on the theory of self-consistency, this study explores the correlation between negative workplace gossip and employees’ organizational self-esteem by revealing the intermediary role of workplace exclusion and poor-order atmosphere. A survey of 228 employees from enterprises in Shandong and (...) Shanghai showed that negative workplace gossip exerted a significant negative impact on employees’ organizational self-esteem, suggesting that negative workplace gossip reduces employees’ organizational self-esteem in the context of Chinese organizations. In addition, workplace exclusion exerted a complete intermediary effect between negative workplace gossip and employees’ organizational self-esteem, and poor-order atmosphere perception played a partial intermediary role. This study uncovers the black box that negative workplace gossip affects employees’ organizational self-esteem and has a strong enlightening significance for management practice. (shrink)

This paper addresses the potentially interactive effects of descriptive and injunctive norm perceptions on an unethical workplace behavior: counterproductive work behavior perpetration. We draw on the Focus Theory of Normative Conduct and its conceptual distinction between norm types to refine research on this topic. We also test a person-by-environment interaction to determine whether the interactive effects of these norms for CWB are enhanced among employees reporting a stronger need to belong to social groups. In two studies, predictors were assessed in (...) an initial survey and the dependent variable was assessed weeks later. Individuals employed across a range of industries served as participants. In Study 1, descriptive and injunctive norm perceptions of CWB interacted to predict CWB perpetration. This finding was replicated in Study 2. Additionally, Study 2 demonstrated that the interaction between the two norm types was especially strong among individuals high in NTB. Results suggest that to decrease CWB perpetration, organizations may profitably leverage the persuasive effects of “social norms marketing” to alter employee perceptions of the typicality and level of approval for CWBs. This is the first study to demonstrate that both descriptive and injunctive norm perceptions predict CWB perpetration. The demonstrated three-way interaction between the two norm types and NTB advances existing theory regarding the cognitive and motivational mechanisms underlying normative social influence. (shrink)

Integrating victim precipitation theory with the belongingness perspective of work meaningfulness, this study investigates the interplay among employee perceived overqualification, peer overqualification, and peer ostracism and examines how peer ostracism, in turn, leads to subsequent reduced work meaningfulness. In Study 1, a time-lagged field study of 282 employees, we found that employees who felt overqualified, while working with peers who were less overqualified, experienced more ostracism, which was associated with reduced levels of work meaningfulness. These findings were replicated in Study (...) 2, using time-lagged multi-source data collected from 300 employees working in 51 teams. We discuss the theoretical and practical implications of these findings and identify directions for future research. (shrink)

Background The wide proliferation of Covid-19 has impacted billions of people all over the world. This catastrophic pandemic outbreak and ostracism at work have posed challenges for all healthcare professionals, especially for nurses, and have led to a significant increase in the workload, several physical and mental problems, and a change in behavior that is more negative and counterproductive. Therefore, leadership behaviors that are moral in nature serve as a trigger and lessen the adverse workplace effects on nurses’ conduct. Aim (...) this research is directed to explore the impact of post-COVID-19 workplace ostracism on nurses’ counterproductive behavior and examine the role of moral leadership as a mediating factor in post-COVID-19 workplace ostracism and nurses’ counterproductive behavior. Ethical consideration Ethical review and approval Was received from Ethical Committee at the Faculty of Nursing, Alexandria University, Egypt. Methods A cross-sectional and correlation study was implemented in all units of medical, surgical, critical and intensive care units by using three tools; moral leadership questionnaire, Workplace Ostracism Instrument (WOS), and Counterproductive Work Behaviors Questionnaire (CWBs). A convenient sample of 340 from 699 bedside nurses was granted. Results This study revealed that nurses’ perceived moderate mean percent (55.49 ± 3.46) of overall workplace ostracism and counterproductive behavior (74.69 ± 6.15). However, they perceived a low mean percentage of moral leadership. There was a significant positive correlation between workplace ostracism and counterproductive behavior. Otherwise, a significant negative correlation was found between moral leadership, workplace ostracism and counterproductive behavior. Also, this study proved the mediating effect of moral leadership in decreasing workplace ostracism by 79.3% and counterproductive behavior by 36.7%. Conclusion Hospital administrators need to be aware of the significance of moral leadership and apply integrity in the clinical setting to reduce the drawback of isolation on nurses' conduct and increase value for the organization as a whole and nurses in particular. (shrink)

This study investigates why and when employees’ observations of supervisors’ ostracism of coworkers elicit their own feelings of guilt. In this connection, observers’ silence might function as a mediator, and leader–member exchange quality could moderate the process. The tests of these predictions rely on two studies, undertaken in Pakistan: a temporally separated field study using three-wave data (N = 219) and a scenario-based experiment (N = 118). The combined results indicate that employees feel guilty for remaining silent when they witness (...) supervisor ostracism of other colleagues. The positive relationship between such observations of supervisor ostracism and silence behavior is more pronounced among employees who enjoy high-quality relationships with their supervisor. In addition to establishing key theoretical insights, this article alerts organizations to a critical mechanism (silence to avoid upsetting supervisors) by which employees’ observations of how supervisors ostracize others can escalate into their own sense of guilt. (shrink)

Workplace ostracism is a prevalent and painful experience. The majority of studies focus on negative outcomes of ostracism, with less work examining employees’ potential adaptive responses to it. Further, scholars have suggested that such responses depend on employee attributions, yet little research has taken an attributional perspective on workplace ostracism. Drawing on sociometer theory and attribution theory we develop and test a model that investigates why and under what circumstances ostracized employees engage in adaptive responses to ostracism. Specifically, we argue (...) that ostracized employees feel greater levels of shame and, in turn, are motivated to engage in greater ingratiation behavior toward their ostracizers. However, we predict that perceptions of ostracizers’ competence and warmth shape different attributional processes, which influence the degree to which the ostracized employee experience shame and, in turn, is motivated to engage in ingratiation behavior. Results of a three-wave, time-lagged survey support our prediction that shame mediates the relationship between coworker ostracism and ingratiation behavior. Moreover, results support our three-way interaction, such that coworkers who report higher levels of ostracism and who perceive their coworkers as more (vs. less) competent and more (vs. less) warm report higher shame, and, in turn, ingratiation behavior. Theoretical and practical implications, as well as avenues for future research, are discussed. (shrink)

Although counterproductive work behaviors can be extremely damaging to organizations and society as a whole, we do not yet fully understand the link between employees’ organizational attachment and their intention to engage in such behaviors. Based on social identity theory, we predicted a negative relationship between organizational identification and counterproductive work behaviors. We also predicted that this relationship would be moderated by ambivalent identification. We explored counterproductive work behaviors toward the organization and other individuals. Study 1, a survey of 198 (...) employees, revealed that employees who identified strongly with their organization reported lower levels of CWB-O, but as predicted, only when ambivalent identification was low. Study 2 involved a manipulation in the form of a scenario presented to 228 U.S. employees, generally replicated the findings of Study 1: the link between organizational identification and CWB-O was stronger for participants in the low ambivalence condition than for those in the high ambivalence condition. The interaction effect of ambivalent and organizational identification on CWB-I was only marginally significant in the second study. These findings provide new evidence for the positive influence of organizational identification under conditions of low ambivalence on counterproductive behaviors toward an organization. (shrink)