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Research has not focused on the negative effects of despotic leadership on subordinates’ life satisfaction and the interface between work and family. Drawing on the Conservation of Resources theory, this research investigates the mediating effect of emotional exhaustion through which despotic leadership transcends from the workplace to subordinates’ personal lives, resulting in work-family conflict and decreased life satisfaction. The research also examines the moderating effect of subordinates’ anxiety on the relationship of their perceptions of despotic leadership with work-family conflict and life satisfaction. Three waves of time-lagged data was collected from 224 book sellers who work in publishing houses. We used Hayes’ PROCESS to test moderation and SEM to test mediation. The results of the study suggest that despotic leadership is related to work-family conflict via emotional exhaustion, but offer no support for its relationship with life satisfaction. As expected, when subordinates’ anxiety increases, the positive relationship between a supervisor’s despotism and his or her subordinates’ work-family conflict and the negative relationship between despotic leadership and life satisfaction both strengthen. The results suggest that despotic leaders harm their subordinates’ non-work lives, and these effects intensify when subordinates have high levels of anxiety. These findings have important implications for service organizations in mitigating the negative effects of despotic leadership by minimizing subordinates’ anxiety through coping mechanisms and giving reward and incentives.

Purpose With a basis in the conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ experience of time-related work stress and their engagement in counterproductive work behavior (CWB), as well as the invigorating roles that different deviant personality traits might play in this process. Design/methodology/approach Two-wave survey data with a time lag of three weeks were collected from 127 employees in Pakistani organizations. Findings Employees’ sense that they have insufficient time to do their job tasks spurs their CWB, and this effect is particularly strong if they have strong Machiavellian, narcissistic or psychopathic tendencies. Originality/value This study adds to extant research by identifying employees’ time-related work stress as an understudied driver of their CWB and the three personality traits that constitute the dark triad as triggers of the translation of time-related work stress into CWB.

Drawing from conservation of resources theory, this study investigates the interactive effect of employees' family-to-work conflict and Islamic work ethic on their helping behavior, theorizing that the negative relationship between family-to-work conflict and helping behavior is buffered by Islamic ethical values. Data from Pakistan reveal empirical support for this effect. Organizations whose employees suffer resource depletion at work because of family obligations can still enjoy productive helping behaviors within their ranks, to the extent that they support relevant work ethics.

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This study unpacks the relationship between family incivility and organizational citizenship behavior (OCB), suggesting a mediating role of emotional exhaustion and moderating roles of waypower and willpower, two critical dimensions of hope. Three-wave data from employees and their peers in Pakistani organizations show that an important reason that family incivility diminishes OCB is that employees become emotionally overextended by their work.Employees' waypower and willpower buffer this harmful effect of family incivility on emotional exhaustion though, such that this effect is mitigated when the two personal resources are high.The study also reveals the presence of moderated mediation, such that the indirect effect of family incivility on OCB through emotional exhaustion is weaker for employees high in waypower and willpower. For organizations, this study accordingly identifies a key mechanism by which family adversity can undermine voluntary behaviors; this mechanism is less forceful among employees who are more hopeful though.

Workplace ostracism and job performance: Roles of self-efficacy and job level AbstractPurpose-This study investigates how employees' perceptions of workplace ostracism might reduce their job performance, as well as how the negative workplace ostracism-job performance relationship might be buffered by their self-efficacy. It also considers how this buffering role of self-efficacy might vary according to employees' job level.Design/methodology/approach-Quantitative data came from a survey of employees and their supervisors in Pakistani organizations.Findings-Workplace ostracism relates negatively to job performance, but this relationship is weaker at higher levels of self-efficacy. The buffering role of self-efficacy is particularly strong among employees at higher job levels.Practical implications-Organizations that cannot prevent some of their employees from feeling excluded by other members can counter the related threat of underperformance by promoting employees' confidence in their own skills and competencies. This measure is particularly useful among higher-ranking employees.Originality/value-This study provides a more complete understanding of the circumstances in which workplace ostracism is less likely to diminish employees' job performance, by specifying the concurrent influences of workplace ostracism, self-efficacy, and job level.

This study applies social exchange and person-environment fit theories to predict that despotic leaders tend to hinder employee job performance, job satisfaction, and psychological well-being, whereas employees' own Islamic work ethic (IWE) enhances these outcomes. A strong IWE also can moderate the relationship of despotic leadership with the three outcomes, such that it heightens the negative impacts, because employees with a strong IWE find despotic leadership particularly troubling. A multi-source, two-wave, time-lagged study design, featuring a diverse sample (303 paired responses) of employees working in various organizations, largely supports these predictions. Despotic leadership and IWE relate significantly to job performance, job satisfaction, and psychological well-being in the predicted directions, except that there is no significant relationship between IWE and job satisfaction. A test of moderation shows that the negative relationships of despotic leadership with job outcomes is stronger when IWE is high. These findings have pertinent implications for theory, as well as for organizational practice.