How Can We Make a Sustainable Workplace? Workplace Ostracism, Employees’ Well-Being via Need Satisfaction and Moderated Mediation Role of Authentic Leadership

Abstract

Ostracism in the workplace is a common phenomenon in modern society that impairs employees’ well-being. This study suggests that workplace ostracism reduces subjective well-being by examining the effect of workplace ostracism on subjective well-being. Based on self-determination theory and resource conservation theory, this study explores the underlying processes and their contingent factors in the relationship between workplace ostracism and employee well-being. Specifically, this study hypothesizes that workplace ostracism decreases employees’ well-being by enhancing employees’ need satisfaction. Furthermore, the perception of a direct supervisor’s authentic leadership positively moderates the relationship between workplace ostracism and employees’ need satisfaction. This study used moderated mediation analysis to evaluate our predictions using a two-time online survey of 485 Korean employees. The findings revealed that workplace ostracism has a detrimental impact on employee well-being via need satisfaction. However, perceptions of a direct supervisor’s authentic leadership positively moderate the association between workplace ostracism and need satisfaction. Our results have important practical and theoretical implications in the workplace ostracism literature.

Transformational leadership and work engagement as mediators on nurses’ job performance in healthcare clinics: work environment as a moderator

“…This supported previous finding that a positive relationship exists between TL and WE (Qiu et al, 2020). According to Jang et al (2022), leadership can make a difference in the workplace and society as a whole, once all the employees are engaged. The study expanded on the scientific interpretation of the interrelationship of variables and suggested a potential direction for future identical studies.…”

Authentic Leadership and Employee Resilience: A Moderated Mediation Analysis

“…Considering there are too many items of authentic leadership that may influence the accuracy of the structural model (e.g., chi-square, degree of freedom ratio, comparative fit index, etc. ), we treated these four dimensions as one dimension in model testing, drawing on Jang and Chen’ research methods Jang and Chen (2022) .…”

Fall Issue, 2022

“…Many confounding variables could be studied. Confounding variables found in the literature review included organizational and societal culture (Jang & Chen, 2022;Jones, 2021;Jones, 2022;Valenti, 2021), peer or teammate influence (Camp et al, 2020;Elias et al, 2018;McNulty et al, 2018;Ng & Rumens, 2017;Schneider et al, 2017), intersectionality (Fassinger et al, 2010;Jones, 2016;McGuffey, 2018;Miller, 2018), neurodiversity (Doyle, 2020;Egner, 2019;Komarow & Hector, 2020;Richards et al, 2019), LGBTQIA unique characteristics (Almario et al, 2013;Camp et al, 2020;de Lira & de Morais, 2018;Everett et al, 2019;Fenaughty & Harre, 2003;Li et al, 2019;Pichler et al, 2017;Vaughan et al, 2014), regional differences (Rickard & Yancey, 2018;Swank et al, 2012), leader prejudice (Almario et al, 2013), and privilege (Fassinger et al, 2010;Jones, 2016;McGuffey, 2018;Miller, 2018).…”