Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors

Naseer, Saima; Raja, Usman; Syed, Fauzia; Donia, Magda; Darr, Wendy

doi:10.1016/j.leaqua.2015.09.005

Cited by 220 publications

(377 citation statements)

References 92 publications

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“…Yet the ability to meet pre-set performance standards represents a critical concern of both employees and their organizations (McCarthy et al, 2016;Motowidlo, 2003), so careful consideration of when a workplace stressor such as ostracism is likely to undermine job performance is critical. While a review of previous job performance conceptualizations is beyond the scope of this study-for detailed discussions, see Campbell et al (1996), Motowidlo (2003, or Motowidlo et al (1997)-our focus on the impact of workplace ostracism on employees' aggregate in-role contributions to organizational effectiveness (Williams and Anderson, 1991) is consistent with prior studies of the performance outcomes of specific forms of workplace stress (e.g., Abbas et al, 2014;De Clercq et al, 2017;Naseer et al 2016).…”

Section: Theoretical Background and Hypothesessupporting

confidence: 64%

Workplace ostracism and job performance: roles of self-efficacy and job level

Clercq

Haq

Azeem

2019

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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.

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Section: Theoretical Background and Hypothesessupporting

confidence: 64%

Workplace ostracism and job performance: roles of self-efficacy and job level

Clercq

Haq

Azeem

2019

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“…First, we examine role ambiguity as an inhibitor of OCB, with a central focus on when this resource-depleting work condition might be less likely to exert a negative effect. We accordingly respond to calls for more applications of contingency approaches to study role stress outcomes (Chen, Takeuchi, & Shum, 2013;De Clercq & Belausteguigoitia, 2017b;Ralston et al, 2010) and for explications of how resourcedraining work conditions may prevent employees from performing voluntary work behaviours (Naseer, Raja, Syed, Donia, & Darr, 2016;Noblet et al, 2006;Paillé, 2011). We postulate that employees' negative responses to unclear role descriptions, in the form of reduced OCB, may be mitigated by two distinct personal resources: their capabilities to cope with workplace adversity (i.e., political skill; Ferris, Treadway, Perrewé, Brouer, Douglas, and Lux, 2007) and their positive 2…”

Section: Introductionmentioning

confidence: 99%

Political skill and organizational identification: Preventing role ambiguity from hindering organizational citizenship behaviour

Clercq

Belausteguigoitia

2019

Journal of Management & Organization

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This research investigates how employees' perceptions of role ambiguity might inhibit their propensity to engage in organizational citizenship behaviour (OCB), with a particular focus on the potential buffering roles of two personal resources in this process: political skill and organizational identification. Survey data collected from a manufacturing organization indicate that role ambiguity diminishes OCB, but this effect is attenuated when employees are equipped with political skill and have a strong sense of belonging to their organization. The buffering role of organizational identification also is particularly strong when employees have adequate political skills, suggesting the reinforcing, buffering roles of these two personal resources. Organizations that want to foster voluntary work behaviours, even if they cannot provide clear role descriptions for their employees, should nurture adequate personal resources within their employee ranks.

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“…The negative emotional response to a negative work event is suggested to explain the perception of both active and passive destructive leadership behaviours (Skogstad et al, 2017), negatively influencing subordinates' attitudes and behaviour, as well as well-being and health. In the same way, a leader's performance and goal attainment may be viewed as a function of his/her followers such that, when employees experience destructive leadership behaviour, they may reciprocate the behaviour and reduce their performance (Naseer, Raja, Syed, Donia, & Darr, 2016), which may in turn trigger more destructive behaviours by frustrated leaders. Furthermore, destructive leadership can either influence how the targeted employees rate leader performance or lead to reduce employee performance.…”

Section: Discussionmentioning

confidence: 99%

Active and passive forms of destructive leadership in a military context: a systematic review and meta-analysis

Fosse

Skogstad

Einarsen

et al. 2019

European Journal of Work and Organizational Psychology

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Since the turn of the millennium, a growing academic interest has emerged regarding the dark side of leadership, both in general and specific contexts. Characteristics of military organisations may either reduce or exaggerate the prevalence and impact of destructive leadership. It is therefore pertinent to explore antecedents and outcomes of destructive leadership in the military context as compared to other settings. Here, we systematically reviewed the current literature and performed a meta-analysis of destructive forms of leadership in a military context. The reviewed studies (K = 27) primarily employed context-free instruments, applied cross-sectional designs, and examined outcomes of destructive leadership. Both active (e.g., abusive supervision) and passive (e.g., laissez-faire) forms of destructive leadership were examined in the meta-analysis (K = 22, N = 10,716). The mean correlation to performance, attitude, health, and well-being was −.29 for active destructive leadership, −.29 for passive forms of destructive leadership and, in comparison, .32 for constructive and effective forms of leadership. Our findings demonstrate that passive and active forms of destructive leadership in a military context may contribute equally to detrimental outcomes, and that successful strategies to prevent and handle consequences of destructive leadership must address both forms of unwanted leadership behaviour. ARTICLE HISTORY

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Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors

Cited by 220 publications

References 92 publications

Workplace ostracism and job performance: roles of self-efficacy and job level

Workplace ostracism and job performance: roles of self-efficacy and job level

Political skill and organizational identification: Preventing role ambiguity from hindering organizational citizenship behaviour

Active and passive forms of destructive leadership in a military context: a systematic review and meta-analysis

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