Leader Power and Agency-Communion Orientations as Moderators of the Effects of Organizational Characteristics on Workplace Bullying

Abstract

This conceptual paper suggests that the distinction between an autocratic and democratic leadership orientation may serve as an important moderator of the relationship between key organizational characteristics and workplace bullying. More specifically, we explore leader autocratic vs. democratic power orientations and leader agentic vs. communal orientations as the theoretical bases for developing a new model of perceived leadership orientation as a moderator of the relationships between certain key organizational characteristics and perceptions of workplace bullying behavior. Our model proposes differential moderating effects for both leader autocratic-democratic power orientation and leader agentic-communal orientation. Particularly, we contend that democratic and communal leadership orientations may lead to fewer perceptions of bullying in the workplace. We conclude with a discussion of our model’s practical implications and suggestions for future research on this subject.

Destructive Leadership and Organizational Culture as the Predecessors of Academic Mobbing

“…As the person in the latter character seems more extravert, Nielsen and Knardahl (2015) claim that this may also be annoying for colleagues and form a reason to be mobbed. Faculty being diligent, conscientious, highly qualified and performing better, as in the present study, could be irritating for others and cause the targets to be perceived as threats, and eventually be mobbed (Houghton et al, 2021;Lester, 2013;Nielsen & Knardahl, 2015;Tınaz, 2011;Westhues, 2005;Zapf, 1999;. On the negative side, having an anger management problem and being impulsive or feeling anxious have also been indicated in similar terms to be reasons for targeting (Coyne et al, 2000).…”

“…Also for the faculty who did not feel belong to their departments, or who observed helplessness and alienation (McColl-Kennedy & Anderson, 2002), the use of transformational leadership could have been helpful, as it positively affects organizational culture (Leithwood & Jantzi, 2000). Similarly, democratic leadership, by allowing employees to take on initiatives, make their own evaluations and set their own goals also leads to fewer mobbing cases (Houghton & Carbo, 2008;Houghton et al, 2021). Hence, owing to their constructive nature, while transformational and democratic leadership styles proved to build closer ties with employees and helped the prevention of academic mobbing, laissez faire and autocratic leadership styles triggered academic mobbing based on the current study findings.…”

Inclusive Leadership and Workplace Bullying: A Model of Psychological Safety, Self-Esteem, and Embeddedness

“…The justification is that when employees experience negative work conditions or interactions, they might leave the organization but employees who feel they are embedded or stuck and have little opportunity to leave the organizations might engage in workplace deviance (Marasi et al, 2016). Also, as stated earlier, leadership style could play a role in either stimulating or minimizing bullying behaviors in organizations (Houghton et al, 2021) and inclusive leaders can help their employees experience more positive outcomes and fewer negative outcomes such as WB (Perry et al, 2021). Therefore, it is worth exploring whether the relationship between inclusive leadership and perceptions of WB would be different for high versus lowembedded employees by proposing the following hypothesis: H3: Job embeddedness moderates the relationship between inclusive leadership and perception of WB.…”

“…Additionally, leaders in organizations have formal authority to establish, develop, define, and support rules and behaviors that employees should interact with one another, which is crucial to create a positive work environment and prevent any negative work behavior such as WB (Samnani, 2021). As Houghton et al (2021) highlight, the type of leadership practiced in an organization plays a crucial role in promoting or reducing bullying behaviors. Leaders can directly and indirectly influence their employees by creating an inclusive work environment and if leaders are more inclusive in their behaviors, they can help employees experience more positive outcomes and fewer negative outcomes such as WB (Perry et al, 2021).…”