An Empirical Research on the Relationships between Organizational Cultures, Organizational Politics and Conflicts, and Conflict Management

Cheong, Jong One

doi:10.18397/kcgr.2015.19.4.139

Cited by 6 publications

(1 citation statement)

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“…Moreover, general political behavior negatively impacts performance indicators ( Lee et al, 2016 ). Relationship-oriented organizational culture negatively impacts political behavior within an organization ( Cheong, 2015 ).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Leader’s Machiavellianism and employees’ counterproductive work behavior: testing a moderated mediation model

Cai,

Wang,

Jin

2024

Front. Psychol.

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Counterproductive work behavior wastes organizational resources and significantly damages organizational development. The importance of employees’ counterproductive work behaviors in organizations is becoming increasingly obvious. This is directly related to the sustainable development and survival of organizations. This study believes that employee’s behavior is closely related to leadership style. In particular, employees’ in small- and medium-sized enterprises are often manipulated and deceived by leaders, resulting in dissatisfaction and counterproductive work behavior. In order to address this behavior, this study collected survey data from 289 employees from Chinese SMEs to explore the relationship between perceived abusive supervision and organizational political behavior in Machiavellian leadership and counterproductive work behavior. The results suggest that Machiavellian positive influence counterproductive work behavior through a mediating role of perceived abusive supervision. Furthermore, leader organizational political behavior moderates the indirect effect of perceived abusive supervision such that the effect is stronger when leader organizational political behavior is high. This study aimed to identify the variables that increase employees counterproductive work behavior, propose recommendations for reducing employees’ counterproductive work behavior, expanded the scope of counterproductive work behavior research, and provided a theoretical basis for related studies.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%