How workplace bullying affects nurses’ well-being? The roles of burnout and passive avoidant leadership

Abstract

Purpose This study aims to investigate individual-related consequences of workplace bullying among the health-care section. Specifically, this study examined the mediating role of burnout between workplace bullying and nurses’ well-being. Moreover, passive avoidant leadership is examined as a conditional variable between workplace bullying and burnout. Design/methodology/approach This study collected data from 314 nurses working in various hospitals through a questionnaire-based survey using Google Form in two waves. Findings Structural equation modeling confirmed the negative effect of workplace bullying on nurses’ well-being, whereas burnout mediates this relationship. In addition, passive avoidant leadership was identified as a conditional variable that strengthens the positive association between workplace bullying and burnout. Research limitations/implications Although data for the study were collected in two waves, still cross-sectional design limits causality. Practical implications This study suggests management to focus on developing and implementing counter-bullying rules to avoid the adverse consequences of workplace bullying (e.g. capital loss, recruitment costs, burnout, well-being, etc.). In addition, leaders/supervisors must be trained to fulfill their responsibilities to reduce negative consequences. Originality/value Studies on workplace bullying in high-power distance cultures are scant. Therefore, drawing upon conservation of resource theory, to the best of the authors’ knowledge, this is the first study that has investigated the moderating role of passive avoidant leadership on the association between workplace bullying and burnout.

Caring for those in your charge: the role of servant leadership and compassion in managing bullying in the workplace

“…According to Transparency International (2021), Pakistan is one such country where perceived levels of corruption are high and such an environment may imply a disregard by social actors of ethical means to achieve an end. Along with these foregoing reasons, given that workplace bullying has been found to be rampant in the Pakistani health-care sector (Ahmad et al , 2021b; Chaudhary and Islam, 2022; Islam et al , 2021a for a review), we chose to explore the moderating role of SCB vis-à-vis workplace bullying in Pakistan.…”

“…This paper focuses on the management of workplace bullying, defined as a “regular and persistent pattern of abrasive behaviours and hostile messages directed toward one or more persons of weaker power with a real or perceived intent to harm” (Ahmad et al , 2017, p. 204). Despite concerted research and practice attention focusing on the harmful effects of workplace bullying on targets, bystanders and workplaces (see, for example, Conway et al , 2021; Hansen et al , 2021; Hogh et al , 2021; Islam et al , 2021a; Pouwelse et al , 2021), the phenomenon remains a contentious problem worldwide (D’Cruz et al , 2021b; Islam et al , 2019), resulting in International Labour Organisation/ILO Convention 190 seeking to eliminate violence and harassment at work (ILO, 2019).…”

When Self-Sacrificial Leaders Induce Employees’ Citizenship Behaviors? Uncovering the Nexus of Psychological Empowerment and Psychological Well-Being

“…The working environment, organizational support, and leadership remain the oblivious antecedents of employees’ psychological well-being (Cheung et al, 2018). Transformational leadership, charismatic leadership, democratic leadership, and servant leadership most notably are associated with positive employee engagement and a high level of subjective well-being (Islam et al, 2021). Self-sacrificial leadership involves forgoing self-interest and bear the personal cost for the well-being of others (He et al, 2018) and reflect leaders’ commitment to the collective interest.…”

Can paternalistic leaders enhance knowledge sharing? The roles of organizational commitment and Islamic work ethics

“…As paternalism is more likely to exist in societies represented by high power distance, collectivism and strong affectivity (Zheng et al , 2020). Thus, the research on various cultures depicted that paternalistic values are higher in countries such as Pakistan, India, China and Turkey because these nations have a high power distance in terms of culture and are recognized by collectivist social traits (Islam et al , 2021e). This is the reason that employees in these nations are managed by more paternalistic leadership in their workplaces (Yeşiltaş et al , 2020).…”