Narcissistic Leadership and Workplace Deviance: A Moderated Mediation Model of Organizational Aggression and Workplace Hostility

Abstract

Background: Workplace Deviance are among the most common phenomena observed in organizations. This might be attributed to narcissistic style of leadership and the manifestations of organizational aggression. It is further aggravated by increased workplace hostility. The main purpose of this research is to observe the impact of moderated mediation of organizational aggression and workplace hostility upon the relationship between narcissistic leadership and workplace deviance. Methodology: A cross-sectional investigation was conducted using self-survey method. With 673 participants in the study, the author used an electronic questionnaire (Google Forms) to collect data from employees working at five food product companies in Iraq. Mediation model, moderation analysis, and moderated mediation models were evaluated using Structural Equation Modeling (SEM) for which AMOS V.23 software was used. Results inferred that organizational aggression partially mediates a positive relationship between narcissistic leadership and workplace deviance. Further, the relationship between organizational aggression and workplace deviance depends on the changes in level of workplace hostility. Moreover, the study empirically supports the fundamentals of moderated mediation model. In other terms, the study infers that indirect effect of narcissistic leadership in workplace deviance through organizational aggression has been significantly moderated by workplace hostility. Conclusion: When leaders adopt narcissistic behaviors to achieve their personal interests, it leads to increased organizational aggression and workplace deviance that eventually increase the levels of workplace hostility. Accordingly, moderated mediation model provides a better understanding about how narcissistic leadership, organizational aggression, and workplace hostility all work together to influence workplace deviance.

An Outline of Certain Generic Values - Work Dimensions

“…Moreover, if the negative values would in given bad cases meet the will, acceptance and support of followers, leadership might -unfortunately, and paradoxicallybe 'authentical' and 'credible' in doing bad. Consequently, there is a danger of potential misuse of leadership tools (see, for example the problem of pseudo-transformational leadership, Bass &Steidlmeier, 1999, andnarcissistic leadership, Alhasnawi &Abbas, 2021). I personally share the view that the danger of potential misuse should only multiply the efforts of scholars, administrators, and others related to present and report on concepts and examples of ethical and functional uses, and to fight against the danger and realities of misuse.…”

The Interactive Effect of Stressor Appraisals and Personal Traits on Employees’ Procrastination Behavior: The Conservation of Resources Perspective

“…Highly neurotic employees have relatively low internal resource reserves and tend to respond negatively to challenges and difficulties. 53,57,59 In response to higher hindrance stressor appraisals, individuals with high neuroticism lack the corresponding internal resources to deal with resource threats. They may believe that hindrance stressors could threaten their growth and development, and they can do nothing to change that, resulting in more negative emotions, such as anxiety and stress.…”

The Role of Organisational Climate in Employee Well-Being and the Occurrence of Workplace Violence: Contextualisation of Theoretical Constructs

“…In this respect, the narcissistic behaviour of violent managers in their daily activities is also examined, as it becomes an important factor contributing to the emergence of violence in the work environment and hostility towards each other. Alhasnawi and Abbas (2021) point out that narcissistic managerial behaviour is characterised by dividing employees into groups and exploiting them for selfish purposes, thus slowly creating a gap between employees, aggression towards each other and a hostile atmosphere. Narcissistic managers are also characterised by public humiliation and ridicule of others, and are reluctant to accept criticism, but tend to display dominance, arrogance and exaggeration of their own opinions.…”

“…However, looking at scholarly work, it is evident that a worker's decision to leave in the presence of violence does not always refer to the fact of leaving itself; it may only refer to the worker's decision to leave the employer, and the actual departure occurs within a period of one or two years (Caillier 2021;Pacheco et al 2021;Somani et al 2021). Also, violence negatively affects employee loyalty, threatens employee wellbeing and, given the definitions of well-being, it can be argued that violence negatively affects an employee's interaction with the work environment around them (Alhasnawi and Abbas, 2021;Rasool et al 2020;Wech, Howard and Autrey, 2020;Dnyaeshwar and Rajpoot, 2010). These insights are complemented by the assertion that violence in the work environment reduces the employee's ability to adapt to the environment, increases the risk of burnout, increases the employee's isolation, and causes stress for the employee, as well as, encourages the employee to be violent towards others (Acquadro Maran et al 2022;Schablon et al 2022).…”