Can authentic leaders reduce the spread of negative workplace gossip? The roles of subordinates' perceived procedural justice and interactional justice

Cheng, Jin; Usman, Muhammad; Bai, Haiqing; He, Yuqing

doi:10.1017/jmo.2021.32

Cited by 15 publications

(7 citation statements)

References 87 publications

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“…In particular, the emotions, attitudes, and actions of leaders can influence the spread of negative emotions. For example, when leaders practice organizational justice (fairness, respect, and clear communication) their teams have lower rates of negative workplace gossip ( Cheng et al, 2021 ). When leaders foster positive working relationships, and instill a sense of vision and pride in their teams, then negative events have less impact on team climate ( Pirola-Merlo et al, 2002 ).…”

Section: Discussionmentioning

confidence: 99%

The Power of School Conditions: Individual, Relational, and Organizational Influences on Educator Wellbeing

et al. 2022

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Wellbeing in schools is often focused at the individual level, exploring students’ or teachers’ individual traits, habits, or actions that influence wellbeing. However, studies rarely take a whole-school approach that includes staff wellbeing, and frequently ignore relational and organizational level variables. We take a systems informed positive psychology approach and argue that it is essential to build greater understanding about organizational and relational influences on wellbeing in order for schools to support educator wellbeing. Our study evaluated the relative contributions of individual, relational, and organizational factors to educator wellbeing. Our measure of wellbeing focused on the life satisfaction and flourishing of 559 educators in 12 New Zealand schools. We used a social network analysis approach to capture educators’ relational ties, and demographic data and psychometric scales to capture individual and organizational level variables. Results of hierarchical blockwise regressions showed that individual, relational, and organizational factors were all significantly associated with educator wellbeing; however, it was educators’ perceptions of trusting and collaborative school conditions that were most strongly associated with their wellbeing. The number of relational ties educators had explained the least amount of variance in wellbeing. Educators were more likely to experience high levels of support when their close contacts also experienced high levels of support. However, for many educators, there was a negative association between their most frequent relational ties and their reported levels of support. Our results suggest that attending to the organizational factors that influence wellbeing, through creating trusting and collaborative school conditions, may be one of the most influential approaches to enhancing educator wellbeing. We call for whole-school approaches to wellbeing that not only consider how to support and enhance the wellbeing of school staff as well as students, but also view the conditions created within a school as a key driver of wellbeing within schools.

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Section: Discussionmentioning

confidence: 99%

The Power of School Conditions: Individual, Relational, and Organizational Influences on Educator Wellbeing

et al. 2022

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“…In this study, we also propose that IJ can serve as an explanation for the relationship between AL and WL for the following reasons: ALs draw on their own experiences, including thoughts, feelings, needs, wants, preferences and beliefs, acting in ways that are consistent with who they truly are (Harter, 2002). As mentioned earlier, extant literature (Cheng et al, 2022;Li et al, 2014) has found that such AL characteristics can positively affect employee IJ perception. Additionally, given that IJ is expected to be negatively associated with WL, and leaders play some role at different levels of IJ experienced by followers, it is likely that the relationship between AL and WL is mediated by employee IJ perceptions (Boekhorst, 2015;Walumbwa et al, 2008).…”

Section: Mediating Effect Of Interactional Justicementioning

confidence: 78%

“…Moreover, previous studies, such as Cheng et al (2022), Kiersch and Byrne (2015) and Li et al (2014), have indicated that AL is associated with IJ. Based on these arguments, we propose the following hypothesis: H1.…”

Section: Authentic Leadershipmentioning

confidence: 90%

The relationship between authentic leadership and workplace loneliness during the COVID-19 pandemic: the mediating role of interactional justice

Cenkci

Bircan

2023

MRR

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Purpose Based on the social penetration theory and affect theory of social exchange, this study aims to examine the relationship between authentic leadership (AL) and workplace loneliness (WL), as well as the mediating effect of interactional justice (IJ) on this relationship during the COVID-19 pandemic in the US higher education sector. Design/methodology/approach An online, self-administrated questionnaire was distributed to full-time employees working at higher education institutions in the USA. A total of 464 employees participated in the survey, with structural equation modeling being used to analyze the data. Findings The outcomes provide evidence that AL is positively related to IJ, whereas the latter is negatively associated with WL. Moreover, IJ fully mediates the relationship between AL and WL. Overall, the findings underline the importance of IJ in affecting employee WL. Practical implications The outcomes provide valuable insights for higher education leaders and HR professionals in reducing employee WL. In particular to this end, it is recommended that organizations focus on improving employee IJ and AL perceptions. Furthermore, higher education organizations need to select and promote leaders who exhibit IJ behaviors and AL characteristics. In addition, organizations could offer IJ and AL training to their current leaders. Originality/value This study contributes to the limited literature on WL by offering a unique research model that examines IJ as a mediating variable between AL and WL. In addition, it adds to the literature by investigating WL in the context of US higher education sector, which is an understudied area in this research context.

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“…Sixth, we wanted to explore antecedents of workplace gossip in addition to consequences, but there was too little research on the antecedents of workplace gossip to conduct a meta-analysis. Some studies that employed longitudinal designs to study antecedents of workplace gossip that we identified but could not utilize in the current meta-analysis focused on precursors of workplace gossip such as LMX (Bonner, 2016), abusive supervision (Bonner, 2016; Naeem et al, 2020), authentic leadership (Cheng et al, 2021), self-esteem (Brady et al, 2017), justice (Smit & Montag-Smit, 2019), leader arrogance (De Clercq et al, 2020), organizational norms (Luna & Chou, 2013), and organizational justice perceptions (Cheng et al, 2021).…”

Section: Discussionmentioning

confidence: 99%

Spilling tea at the water cooler: A meta-analysis of the literature on workplace gossip

Hopmeyer

Rodriguez

Asencio

2022

Organizational Psychology Review

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This paper presents a meta-analysis on workplace gossip as a predictor of individual, relational, and organizational outcomes. Our systematic review yielded 52 independent studies ( n = 14,143). Results suggested that negative workplace gossip has a more deleterious association with workplace outcomes than positive gossip. Furthermore, findings indicated that negative gossip has a disproportionately negative association with attitudinal/affective outcomes and coworker relationships for targets of gossip. Unexpectedly, results also suggested that senders and recipients of negative gossip may also experience highly deleterious outcomes; in fact, the relations between negative gossip and well-being, engagement/performance, supervisor relationships, and organizational outcomes were more negative for gossip participants than targets, although the direction of causality for these relations has yet to be conclusively determined. Overall, our results suggest that organizations and managers should take seriously the threat of negative gossip to the health of the organization at large, while simultaneously leveraging the potential benefits of positive gossip. This paper presents a meta-analysis on the topic of workplace gossip as a predictor of work-relevant outcomes. Results—which were based on 52 independent studies that, in total, employed 14,143 independent research participants—suggested that negative workplace gossip has a worse impact on individual, relational, and organizational outcomes than positive gossip does. Furthermore, our findings indicated that targets of negative gossip experience the worst outcomes in terms of attitudes/affect and coworker relationships, when compared with the outcomes of individuals who exchanged the gossip. Unexpectedly, patterns of results also suggested that individuals who exchange negative gossip at work may also experience highly deleterious outcomes, although the direction of causality for these relations has yet to be conclusively determined. Overall, our results suggest that organizations and managers should take seriously the threat of negative gossip to the health of the organization at large, and may also be able to leverage the potentially beneficial effects of positive gossip. We conclude with a discussion of the implications of our results.

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Can authentic leaders reduce the spread of negative workplace gossip? The roles of subordinates' perceived procedural justice and interactional justice

Cited by 15 publications

References 87 publications

The Power of School Conditions: Individual, Relational, and Organizational Influences on Educator Wellbeing

The Power of School Conditions: Individual, Relational, and Organizational Influences on Educator Wellbeing

The relationship between authentic leadership and workplace loneliness during the COVID-19 pandemic: the mediating role of interactional justice

Spilling tea at the water cooler: A meta-analysis of the literature on workplace gossip

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