Transformational Leadership and Incivility: A Multilevel and Longitudinal Test

Abstract

This research examines group-level perceptions of transformational leadership (TFL) as negative longitudinal predictors of witnessing person-related (e.g., insults/affronts) and work-related (e.g., negation/intentional work overload) acts of incivility at work. Witnessing workplace incivility was also postulated to negatively predict employee need satisfaction. Data were collected among production employees in different Canadian plants of a major manufacturing company ( N = 344) who worked for 42 different managers ( M = 9.76). Two waves of data collection occurred 1 year apart. Results from multilevel analyses showed that workgroups where managers were perceived to engage in more frequent TFL behaviors reported reduced levels of person- and work-related incivility 1 year later. However, group-level incivility did not predict change in group-level need satisfaction 1 year later. At the individual level, results showed that witnessing higher levels of person-related incivility than one's colleagues predicted reduced satisfaction of the need for relatedness 1 year later. These longitudinal findings build upon previous literature by identifying TFL as a potential managerial strategy to reduce incivility in workgroups over time. They also show that mere exposure to workplace misbehavior still affects employees' adjustment, suggesting that every effort to reduce deviance in workplaces is worthwhile.

Association of Workplace Bullying and Workplace Vulnerability in the Psychological Distress of Chilean Workers

“…This results are relevant in terms of the bindings between medical leave and job absenteeism for occupational causes, and mental illnesses, as the relationship between workplace bullying and absenteeism due to illness has been studied internationally [57], and specifically in Chile, where mental illnesses represent the most frequent diagnosis of occupational illness and account for the highest percentage of job absenteeism [23]. On the other hand, this finding could shed light on the protective characteristics of the promotion of constructive leaderships against workplace violence [58]. Finally, regarding the fact that more than half of the population studied who were in a situation of workplace vulnerability perceived an imbalance between the efforts made at work and the rewards received, it is necessary to consider that people who perceive this type of imbalance are also more likely to be exposed to workplace violence [51]…”

On the Differential and Shared Effects of Leadership for Learning on Teachers’ Organizational Commitment and Job Satisfaction: A Multilevel Perspective

“…According to Bureau, Gagné, Morin, and Mageau (2017), associations are especially meaningful at Level 2 and less so at Level 1 for climate constructs, where they represent the effects of differences in the perceptions of the Level 2 construct by individual teachers (relative to group averages). For contextual constructs, associations at Level 1 are, however, readily interpretable and represent the effects of each individual’s unique experience on an individual construct.…”

Learning-centered Leadership—Leadership for Learning

“…B. konkret auf die Schulleitung als Referenten (Beispielitem: "Die Schulleitung hospitiert regelmäßig im Unterricht. "), handelt es sich um ein Klimakonstrukt, das nicht (ausschließlich) auf der Individualebene modelliert und berichtet werden sollte, da hier die geteilte Wahrnehmung der Lehrkräfte an einer Schule interessiert (Bureau et al 2017).…”

“…Darüber hinaus ermöglicht es dieser Ansatz insbesondere mit Blick auf Klimakonstrukte zu evaluieren, in wie weit diese auf geteilten Wahrnehmungen von Lehrkräften in Schulen beruhen und in welchem Maße individuelle Wahrnehmungen von derjenigen des Gesamtkollegiums abweichen -ein Hinweis auf weitere Subklimas zum lernzentrierten Handeln in (Sub-)Gruppen innerhalb des Kollektivs (z. B. Fachgruppen im Gesamtkollegium) an Schulen (Bureau et al 2017).…”