Authentic leadership, social support and their role in workplace bullying and its mental health consequences

Warszewska-Makuch, Magdalena; Bedyńska, Sylwia; Żołnierczyk-Zreda, Dorota

doi:10.1080/10803548.2015.1028230

Cited by 47 publications

(38 citation statements)

References 42 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A review of the existing research highlights the positive effect of authentic leadership on the sense of fulfilment of basic needs by employee groups and on work engagement [15,16,31]. Authentic leadership reduces the likelihood of professional burnout and the desire to quit work [32], reduces bullying [33], and helps create an active approach to conflict management in organizations [34]. A link exists between authentic leadership and satisfaction with supervisors [29] and work engagement [13,16,35].…”

Section: Introductionmentioning

confidence: 99%

Influence of Authentic Leadership on Unethical Pro-Organizational Behavior: The Intermediate Role of Work Engagement

Gigol

2020

Sustainability

View full text Add to dashboard Cite

Business ethics are an important part of corporate sustainability. Sustainability concerns not only the environment but also the well-being of employees, which includes work engagement. Authentic leadership has an impact on the work engagement and well-being of subordinates. The aim of the current research is to present the interdependencies between leadership, work engagement, and unethical pro-organizational behavior. A group of 623 employees from various organizations working in various positions in Central and Eastern Poland was surveyed. The relationships between the variables were analyzed using CB-SEM structural modeling methods. The estimation was completed on the basis of the highest probability method. The CB-SEM model was applied in order to verify the hypotheses that had been formulated. The current paper presents an intermediate role of work engagement between supervisors’ leadership and the unethical pro-organizational behavior of subordinates. The survey shows that authentic leadership induces subordinates to engage in unethical pro-organizational behavior. Practical implications were formulated, including company board greater integration of ethics into the core values of organizations and emphasis on learning business ethics in universities and MBA studies.

show abstract

Section: Introductionmentioning

confidence: 99%

Influence of Authentic Leadership on Unethical Pro-Organizational Behavior: The Intermediate Role of Work Engagement

Gigol

2020

Sustainability

View full text Add to dashboard Cite

show abstract

“…There are also few studies investigating factors that may protect individuals against the effects of workplace bullying. Some studies have looked at support from co-workers (see for example Rousseau et al 2014;Warszewska-Makuch et al 2015;Van den Brande et al 2016) and supportive leadership (see for example Gardner et al 2013;Clausen et al 2019) as protective factors. However, to our knowledge no previous studies have looked at the effects of support from these two sources in combination.…”

Section: Introductionmentioning

confidence: 99%

“…Looking only at co-worker support, a Polish study (Warszewska-Makuch et al 2015) reported that the negative association between workplace bullying and mental health was moderated by support from co-workers. The positive effects of co-worker support were also demonstrated by Van den Brande et al (2016).…”

Section: Introductionmentioning

confidence: 99%

“…A supportive leadership style can lower the risk for disability pensioning amongst employees exposed to workplace bullying (Clausen et al 2019). Warszewska-Makuch et al (2015) showed that the negative relationship between authentic leadership and workplace bullying was moderated by supervisor support. Finally, an American study (Goodboy et al 2017) used JDCS (Karasek and Theorell 1990) as the framework for a moderated moderation analysis of workplace bullying and found a three-way interaction between demand, control and support, which implies that empowering and supportive supervisors could boost employees' influence and control over a demanding work situation and thus also lower the risk of workplace bullying.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Exposure to bullying behaviours and support from co-workers and supervisors: a three-way interaction and the effect on health and well-being

Blomberg

Rosander

2019

Int Arch Occup Environ Health

View full text Add to dashboard Cite

Purpose Workplace bullying can be very stressful and it has detrimental effects on health and well-being which makes it an important area of study. Social support has traditionally been seen as important in moderating work-related stress. It was hypothesised that the negative association between exposure to bullying behaviours, and health and well-being is moderated by (a) perceived support from close co-workers and (b) perceived supportive leadership. In the study, we also investigated a three-way interaction between exposure to bullying behaviours, perceived support from close co-workers and perceived supportive leadership. This association has not been studied before and add new knowledge to the research field. Methods We used a moderated moderation analysis of workplace bullying, co-worker support and supervisor support using cross-sectional data from a work environment survey with 1383 respondents (75% response rate). Results The moderated moderation analysis confirmed the moderating effect of perceived co-worker support but not the moderating effect of perceived supervisor support. There was a three-way interaction, but not in the case of the lowest 12.6% of perceived supervisor support scores. Conclusions These results indicate that the negative effect of workplace bullying on health and well-being is weaker if victims perceive that they have co-worker support, but this protective effect seems to be conditional on the perceived level of supervisor support. In other words, lack of supportive leadership may block the beneficial effect of perceived co-worker support.

show abstract

“…Luthans & Walumbwa, 2004) to build up authentic leadership (AL) in their followers (Ilies, Morgeson, & Nahrgang, 2005) for constructive and optimistic decision-making behaviors (Luthans & Youssef, 2007). Authentic leadership is a way of learning about self, and self-information; understanding and thoughtfulness to others' positioning and a methodological cleverness that proceeds to the interaction of management actions (Warszewska-Makuch, Bedyńska, & Żołnierczyk-Zreda (2015). Authentic leaders are always cognizant of their natural abilities, recognize their shortcomings and work hard to overcome loopholes (Hassan & Ahmed, 2011).…”

Section: Introductionmentioning

confidence: 99%

Relationship Between Authentic Leadership and Classroom Management in Public and Private Sector Universities

Saeed

Ali

2019

JoEED

View full text Add to dashboard Cite

The study aims to investigate authentic leadership attributes (ALA) and its relationship with classroom management. The objectives of the study were to investigate ALA of the university leaders and teachers; and to measure the relationship between ALA and classroom engagement at university level. 6975 university leaders and teachers constituted the population of the study. The selected sample of the study was 967. The mixed method approach (convergent parallel design) was employed to collect information from the sample through modified form of Authentic Leadership Questionnaire (ALQ) developed by Walumbwa, Avolio, Gardener, Wernsing and Peterson (2008); and in-depth interviews. Analysis was done with Mean, STD, Pearson's rank correlation and thematic analysis. The r value between authentic leadership attributes and classroom management in public sector universities is (r = .355) which shows medium relationship while (r = .519) shows large correlation in private sector universities which are highly significant as shown by the significant level (.000). These values show that relationship between ALA and classroom management in private sector universities is higher than public sector. It was found that r value (.426) which was significant at .000 showed significant medium correlations between ALA and classroom engagement at university. Based on the results, it is recommended that it may be well to conduct a research study on the authentic leadership at primary, secondary and higher secondary level, both at private and public sectors as these areas are in great need of authentic leadership because these sectors suffered a lot due to the unethical attitude of the leaders.

show abstract

Authentic leadership, social support and their role in workplace bullying and its mental health consequences

Cited by 47 publications

References 42 publications

Influence of Authentic Leadership on Unethical Pro-Organizational Behavior: The Intermediate Role of Work Engagement

Influence of Authentic Leadership on Unethical Pro-Organizational Behavior: The Intermediate Role of Work Engagement

Exposure to bullying behaviours and support from co-workers and supervisors: a three-way interaction and the effect on health and well-being

Relationship Between Authentic Leadership and Classroom Management in Public and Private Sector Universities

Contact Info

Product

Resources

About