Explaining Incivility in the Workplace: The Effects of Personality and Culture

Abstract

This study examines individual and cultural antecedents of incivility in the workplace, using a sample of MBAs and EMBAs from Taiwan and the United States. We predicted that individual achievement orientation would enhance incivility, based on Dollard’s frustration aggression hypothesis, and that those who were higher in direct conflict self‐efficacy (i.e., beliefs in one's skills in managing direct conflict) would be higher in incivility. These predictions were supported. We also predicted, and found, that collectivism orientation constrains these main effects, so that for those high in collectivism, the impact of achievement orientation and direct conflict self‐efficacy is weak or nonexistent. Implications for conflict management are discussed.

Managing workplace incivility: The role of conflict management styles—antecedent or antidote?

“…Indeed, the intent to offend, distress, and offend are not always apparent and difficult to prove.The occurrence of uncivil behaviors has been recognized as a problem across industries, including law enforcement (Cortina, Lonsway, & Magley, 2004), healthcare (Leiter, Price, & Spence Laschinger, 2010), and higher education (Cortina & Magley, 2007). It is a prevalent problem with some claiming that it is a worsening condition (Cortina et al, 2001 both in the United States and internationally (Euwema & van Emmerik, 2007;Liu, Chi, Friedman, & Tsai, 2009). Although uncivil behaviors usually do not merit organizational or legal sanctions, their negative impact has far-reaching effects on organizations.…”

Incivility is (not) the very essence of love: Passion for work and incivility instigation.

“…A few studies have shown that perpetrators' individual differences are antecedents to incivility (Liu, Chi, Friedman, & Tsai, 2009;Taylor & Kluemper, 2012). However, the role of work internalization (e.g., passion) is not sufficiently clear.…”

“…Liu et al, 2009;Taylor & Kluemper, 2012). We thereby examine conditions under which employees may act more (or less) uncivilly (Liu et al, 2009). By drawing upon the perspective of person-environment fit, we argue that context has the opportunity to enhance or diminish behavior and well-being depending on the match with the individuals' preferences (Amiot et al, 2006;Caplan, 1987;Pervin, 1968).…”

“…Liu et al, 2009;Taylor & Kluemper, 2012). We thereby examine conditions under which employees may act more (or less) uncivilly (Liu et al, 2009).…”

“…Liu et al, 2009;Taylor & Kluemper, 2012). Finally, we conduct this research longitudinally, as theory suggests that incivility might escalate or decrease in response to certain antecedents and conditions (Leiter, Laschinger, Day, & Oore, 2011;Porath & Pearson, 2010).…”