The Influence of Despotic Leadership on Counterproductive Work Behavior Among Police Personnel: Role of Emotional Exhaustion and Organizational Cynicism

Murad, Majid; Wang, Jiatong; Shahzad, Fakhar; Syed, Nausheen

doi:10.1007/s11896-021-09470-x

Cited by 20 publications

(36 citation statements)

References 66 publications

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“…However, the impact of these factors can be undermined with the help of transformational leadership because it plays a moderating role in the turnover intention of the organization. Deviant workplace behaviors; mistreatment, bullying, and incivility cause damage to both organizations and individuals ( Iqbal et al, 2017 ; Murad et al, 2021 ). It becomes the reason to down the morale of the organization’s employees and hurt their self-respect.…”

Section: Introductionmentioning

confidence: 99%

The moderating role of transformational leadership on the relationship between deviant workplace behaviors and employee turnover intentions in China

Chaudhary

Yao

et al. 2022

Front. Psychol.

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This study aimed to analyze the effect of deviant workplace behaviors, such as mistreatment, bullying, and incivility on employee turnover intention and identify the transformational leadership role as a moderator. The data was collected through a survey questionnaire with the help of a purposive sampling technique. A total of 318 respondents’ data was gathered from university academic and general staff in China. The results were analyzed through SPSS and structural equation modeling structural equation modeling (SEM) software. The findings indicate that deviant workplace behavior, i.e., mistreatment, bullying, and incivility, significantly affect employee turnover intention. Moreover, a result shows that transformational leadership has a significant moderating role on the relationship between turnover intention and workplace bullying and incivility but was insignificant between turnover intention and workplace mistreatment. Lastly, implications and limitations were also discussed in this article.

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Section: Introductionmentioning

confidence: 99%

The moderating role of transformational leadership on the relationship between deviant workplace behaviors and employee turnover intentions in China

Chaudhary

Yao

et al. 2022

Front. Psychol.

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“…These employees are more likely to use the cynical strategies of impression management i.e., self-promotion, and intimidation in their workplace (Bhattarai, 2021;Dennehy, 2012). Additionally, findings also specified that these employees have high tendencies toward counterproductive work behaviors that enforce them to make unethical decisions (Murad et al, 2021;Naseer et al, 2020). However, employees with higher levels of socialized need for power are inclined to be more positive in the workplace and engage in productive relationships that promote interpersonal relationships (i.e., ingratiation) at the workplace.…”

Section: Discussionmentioning

confidence: 93%

Need for Power, Personality Traits, and Organizational Work-Related Behaviors among Employees

Zohaib

2022

plhr

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An individual's desire to influence others is known as the need for power (nPower). In the available literature, the construct of the need for power has been conceptualized as two distinct desires for powers i.e., personalized and socialized. The personalized nPower defines as the desire of an individual to influence others for one's ends, whereas, the socialized nPower is the desire for power to help other people. However, it is unclear how the power needs relate to employees' personality traits and workrelated behaviors in the workplace. Therefore, the existing research was intended (i) to confirm the factor structure of the Need for Power Scale and HEXACO Personality Inventory on the employees' sample through confirmatory factor analysis, and (ii) to investigate the association, how the employees' scores on the personalized-socialized need for power scale relate to their personality traits (HEXACO), impression management (self-promotion, intimidation, ingratiation), and counterproductive work behavior. Furthermore, the study also explores the gender difference among the employees in terms of the personalized and socialized need for power. The study used an organizational employee sample (N=225) collected from different cities in Pakistan through a purposive sampling strategy. The factor structure (through confirmatory factor analysis) of the Need for Power scale identified the 2-factors solution and the HEXACO Personality Inventory supported the 6-factors with well-fitted model fit indices. Furthermore, personalized and socialized need for power is differently associated with employees' personality traits and their work-related behaviors. The study provides researchers with established psychometric properties of the Need for Power scale and HEXACO Personality Inventory on the employees' sample along with the established factor structure. It helps the researchers to expand their understanding of these important constructs (i.e., personality traits and organizational work-related behaviors) at the workplace. The research study seeks to help many employees/employers to comprehend the nature and the distinct sides of power in the workplace, further its association with unique personality traits, and work-related behaviors at the workplace.

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“…Moreover, the belief that PWMIs are not improving by their service (or the lack thereof) contributed to officers' already intense feelings of organizational burnout and cynicism that highly characterize the police occupational culture (Murad et al, 2021;Vinzant, 1998). This sentiment is well illustrated in the following quote:…”

Section: Culture-level Analysismentioning

confidence: 99%

“We’re Not the Cure, We’re Just the Band-Aid”: The Interplay of Structure, Culture, and Practice in Police Service Provision to Persons with Mental Illnesses

Cohen

2023

The American Review of Public Administration

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This study uses the constellation approach of transition theory as a theoretical framework to depict the ways in which facilitators and barriers in police system's structure, culture, and practice interact to shape police response to persons with mental illnesses (PWMIs). The study utilizes the framework method to analyze 57 in-depth interviews with police officers in Texas. Using a hybrid approach of inductive and deductive thematic analysis, we develop a matrix of four quadrants characterizing the constellation of mental health service provision by police: (1) structural barriers (deficits in resources, unsuccessful collaboration, lack of training), (2) structural facilitators (crisis intervention teams, informal cross-disciplinary collaborations, technology), (3) cultural barriers (role conflict, perceived inability to help, stigma), and (4) cultural facilitators (the police mission ‘to serve and protect’, improving police public image, managerial support). The study ends with recommendations for the scaling up of police mental health service provision to PWMIs.

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The Influence of Despotic Leadership on Counterproductive Work Behavior Among Police Personnel: Role of Emotional Exhaustion and Organizational Cynicism

Cited by 20 publications

References 66 publications

The moderating role of transformational leadership on the relationship between deviant workplace behaviors and employee turnover intentions in China

The moderating role of transformational leadership on the relationship between deviant workplace behaviors and employee turnover intentions in China

Need for Power, Personality Traits, and Organizational Work-Related Behaviors among Employees

“We’re Not the Cure, We’re Just the Band-Aid”: The Interplay of Structure, Culture, and Practice in Police Service Provision to Persons with Mental Illnesses

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