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Unbalanced, Unfair, Unhappy, or Unable? Theoretical Integration of Multiple Processes Underlying the Leader
Lindie H Liang1, Midori Nishioka2, Rochelle Evans2
1Lazaridis School of Business and Economics, Wilfrid Laurier University, 75 University Avenue West, Waterloo, ON N2L 3C5, Canada.
Journal of Leadership & Organizational Studies
|August 15, 2022
Summary
Leader mistreatment fuels counterproductive work behaviors (CWBs) primarily through negative emotions, not social exchange or self-regulation failures. This finding holds across different cultural power distance levels.
Area of Science:
- Organizational Behavior
- Psychology
Background:
- Leader mistreatment is linked to employee counterproductive work behaviors (CWBs).
- Existing theories offer explanations, but their interplay and contextual effects are unclear.
Purpose of the Study:
- To simultaneously test four mechanisms explaining the leader mistreatment-CWB link: social exchange, justice, stressor-emotion, and self-regulation.
- To examine cultural variations (power distance) in these relationships.
Main Methods:
- Meta-analytic structural equation modeling was employed.
- Four theoretically derived mechanisms were simultaneously evaluated.
Main Results:
- The stressor-emotion (negative affect) mechanism significantly mediated the relationship.
- Social exchange and self-regulatory perspectives also played a role.
- The justice perspective did not significantly mediate the relationship.
- Negative affect emerged as the strongest explanatory mechanism across high and low power distance cultures.
Conclusions:
- Investigating multiple mechanisms concurrently is crucial for understanding leader mistreatment and CWBs.
- The stressor-emotion perspective, particularly negative affect, warrants further attention and nuanced theorizing.
Keywords:
counterproductive work behaviorsdepleted self-regulatory capacityjusticeleader mistreatmentnegative affectsocial exchangeMore Related Videos
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