The cross-level influence of authoritarian leadership on counterproductive work behavior: A moderated mediation model

Hu, Xinyue; Dong, Mingchao; Li, Yingwu; Wang, Mengmeng

doi:10.1007/s12144-022-03491-3

Cited by 6 publications

(3 citation statements)

References 74 publications

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“…To avoid the distortion of the measures caused by the respondents choosing too many intermediate values due to their traditional compromise tendency, all the scales were rated on a 6-point Likert scale ranging from 1 (= strongly disagree) to 6 (= strongly agree), with reference to the methodology of some existing studies. [59][60][61] In addition, the respondents' genders, age, education, working years, the nature of the business were added to the survey as control variables.…”

Section: Methodsmentioning

confidence: 99%

Ambidextrous Leadership and Employee Voice Behavior: The Role of Work Motivation and Ambidextrous Culture

Ouyang¹,

Zhu²,

Ma³

2022

PRBM

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Purpose In the current competitive environment of increased uncertainty and instability, it is of significance to promote employee voice behavior. To discuss the issue of how to promote employee voice behavior both effectively and reasonably, this study focuses on ambidextrous leadership, which consists of two seemingly opposite yet potentially complementary behaviors—transformational and transactional leadership—and investigates its influence mechanism on employees’ voice behavior, using work motivation as a mediator and ambidextrous culture as a moderator. Methods Enterprise employees and their direct supervisors from 78 work teams in China were surveyed, and 387 sets of paired data were analyzed using data analysis software, such as HLM, SPSS, and AMOS. Results The results reveal that ambidextrous leadership can significantly positively predict employee voice behavior. Employee work motivation plays a partial mediating role in the positive correlation between ambidextrous leadership and voice behavior. Additionally, organizational ambidextrous culture positively moderates the correlation between ambidextrous leadership and the work motivation of employees. The greater the ambidextrous culture of teams is, the stronger the positive correlation between ambidextrous leadership and the work motivation of employees. Conclusion Leadership plays an important role in promoting employee voice behavior. Therefore, understanding how ambidextrous leadership style can effectively promote voice behavior is important for companies to utilize the power of their employees to respond quickly to change and drive innovative transformation. This study contributes to existing research by revealing how ambidextrous leadership impact employee voice behavior through work motivation, which provides new evidence for the emerging ambidextrous leadership theory and helps to understand the relationship between employee work motivation and voice behavior more comprehensively; it also identifies organizational ambidextrous culture as organizational context factor which moderate the effect of ambidextrous leadership on work motivation.

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Section: Methodsmentioning

confidence: 99%

Ambidextrous Leadership and Employee Voice Behavior: The Role of Work Motivation and Ambidextrous Culture

Ouyang¹,

Zhu²,

Ma³

2022

PRBM

View full text Add to dashboard Cite

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“…Similarly, workplace accidents that occur despite an employee's best attempts to follow approved safe practices, even though they may cause injury, are not included (Serenko, 2019). According to Hu et al (2022). CWBs can be divided into two groups, individual (CWB-I) or organizational (CWB-O), depending on the target behaviors.…”

Section: Literature Reviewmentioning

confidence: 99%

Fast-food restaurant employees’ demographics variances regarding counterproductive work behaviours in Cairo

Lotfy

Abbas²,

Sayed³

2022

International Journal of Tourism, Archaeology and Hospitality

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Today, restaurants are becoming increasingly concerned about the issue of Counterproductive Work Behaviours (CWBs). As a result, every restaurant strives to lessen the effects of these negative actions (Wallace & Coughlan, 2022). Employees' CWB propagation rates vary according to demographic characteristics (Uche et al., 2017). Therefore, this study examines the variances between fast-food restaurant employees' demographics, including gender, age, and marital status, regarding CWBs. This study's target population was employees working at fast-food restaurants in Cairo that serve fried chicken, burgers, and pizza. Because the questionnaire questions condemn the self, this study used an online questionnaire as the data collection instrument. This is because the participants' identity is hidden, ensuring their responses' credibility. The questionnaire was sent between July and August 2022 to about twenty fast-food restaurants in Cairo. About 12-15 employees from each restaurant responded. All told, 255 employees from all the restaurants responded to the survey. The questionnaire included eighteen items of CWBs (i.e., counterproductive work behaviours against individuals and counterproductive work behaviours against the organization). The results indicated that in fast-food restaurants, older employees are less likely to engage in both dimensions of CWBs than younger employees. Female employees are also less likely to engage in both dimensions of CWBs than male employees. Moreover, marital status showed no difference in CWB dimensions between fast-food restaurant employees. This research will give fast-food restaurant managers an overview of the CWB phenomenon and the employees' demographic variances regarding these behaviours.

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“…It’s been observed that leadership styles and workplace dynamics in traditional office settings could lead to CWB. These include autocratic leadership (Hu et al , 2022), destructive leadership (Brender-Ilan and Sheaffer, 2019) and abusive leadership (Zhang et al , 2022). Moreover, situations of interpersonal conflict (Kundi and Badar, 2021) and workplace conflict (Deng et al , 2023) are recognized as potential triggers.…”

Section: Introductionmentioning

confidence: 99%

Boundary violations and teleworker counterproductive work behavior: the role of working time demands, threat to family role and involuntary teleworking

Xu,

Tang,

Yang

et al. 2023

IJCMA

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Purpose Drawing on cognitive appraisal theory, this study aims to explore the indirect effect of work/family boundary violations on teleworkers’ counterproductive work behavior (CWB). In addition, it examines the moderating role of involuntary teleworking in this context. Design/methodology/approach Based on the diary study method, this study used 543 questionnaires collected from 122 teleworkers in China. Findings The findings indicate that working time demands mediate the relationship between work boundary violations and teleworker CWB, and threats to family roles mediate the relationship between family boundary violations and teleworker CWB. In addition, involuntary teleworking positively moderates the relationship between work boundary violations and working time demands, as well as the relationship between family boundary violations and threats to family roles. Originality/value The study makes several valuable contributions to the extant literature. First, it enhances research on the antecedents of teleworker CWB. Second, by introducing two mediating variables corresponding to two types of boundary violations, the paper provides new insights and a fresh understanding of the effects of boundary violations in teleworking situations. Third, by considering the moderating role of involuntary teleworking, this research adds to the current knowledge on the impact of discussing boundary violations solely on teleworking or traditional office days.

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The cross-level influence of authoritarian leadership on counterproductive work behavior: A moderated mediation model

Cited by 6 publications

References 74 publications

Ambidextrous Leadership and Employee Voice Behavior: The Role of Work Motivation and Ambidextrous Culture

Ambidextrous Leadership and Employee Voice Behavior: The Role of Work Motivation and Ambidextrous Culture

Fast-food restaurant employees’ demographics variances regarding counterproductive work behaviours in Cairo

Boundary violations and teleworker counterproductive work behavior: the role of working time demands, threat to family role and involuntary teleworking

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