Positive Leader Behaviors and Workplace Incivility: the Mediating Role of Perceived Norms for Respect

Walsh, Benjamin M.; Lee, Jung-Hyun; Jensen, Jaclyn M.; McGonagle, Alyssa K.; Samnani, Al‐Karim

doi:10.1007/s10869-017-9505-x

Cited by 40 publications

(46 citation statements)

References 56 publications

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“…Furthermore, employees not only learn via personal experiences but are also likely to learn about proper conduct by observing the rewards and punishments encountered by coworkers (M. E. Brown & Treviño, 2006b; M. E. Brown et al, 2005;Mayer et al, 2009;Mayer, Kuenzi, & Greenbaum, 2010). The results of two recent studies on ethical leader behavior and workplace incivility lend support to these ideas (Taylor & Pattie, 2014;Walsh, Lee, Jensen, McGonagle, & Samnani, 2018), as ethical leaders appear to set the tone for respectful, civil conduct.…”

Section: Discussionmentioning

confidence: 98%

“…This research also provides evidence of an uncivil work milieu as a function of interpersonal mistreatment perpetrated by store employees. Previous research on incivility norms (Walsh et al, ) and workplace mistreatment climate (Yang, Caughlin, Gazica, Truxillo, & Spector, ) has largely focused on individual employee perceptions, and prior research relating performance pressure or leader behavior to workplace incivility has similarly emphasized the individual level of analysis (Harold & Holtz, ; Lee & Jensen, ; Mitchell et al, in press; Walsh et al, ). Although individuals can certainly hold personal beliefs about the extent to which incivility is common in the workplace, it is also important to focus on the emergent or shared properties of behavior.…”

Section: Discussionmentioning

confidence: 99%

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Predicting retail shrink from performance pressure, ethical leader behavior, and store‐level incivility

2019

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Summary Retail shrink, a form of inventory loss due primarily to employee theft and shoplifting, is a growing concern for retailers. Prior work on shrink has taken primarily an individual‐level focus to understanding this problem but has yet to really explore how the business context impacts shrink. The current study addresses this need by delineating and testing a unit‐level (i.e., between‐stores) conceptual model, wherein we examine the influence of performance pressure, ethical leader behavior, and store‐level incivility on shrink in a field study of 111 U.S. retail stores. Results demonstrate that performance pressure and ethical leadership interact to influence store‐level incivility. Further, stores with higher incivility also had higher levels of shrink. A focus on the contextual predictors of shrink provides timely insights into the role of performance pressure and leadership on store‐level incivility and consequently on retail shrink. In light of increasingly thin margins in the retail industry, the evidence on how pressure to perform and ethical leadership influences retail shrink may offer a solution to retailers looking to stem financial losses by promoting civility in the workplace.

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Section: Discussionmentioning

confidence: 98%

Section: Discussionmentioning

confidence: 99%

Predicting retail shrink from performance pressure, ethical leader behavior, and store‐level incivility

2019

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“…Aggressive behaviors instigated by coworkers are significant predictors of individual acts of uncivil behavior after controlling for variables such as gender, tenure, and individual differences (Glomb & Liao, 2003). Thus, workplace civility norms are a significant factor in how uncivil behavior unfolds within organizations (Andersson & Pearson, 2005;Walsh et al, 2012;Walsh, Lee, Jensen, McGonagle, & Samnani, 2018).…”

Section: Background Of the Problemmentioning

confidence: 99%

“…Uncivil workplace behavior occurs with less frequency within organizations that support norms for civility that encourage employees to behave in a respectful manner (Gill & Sypher, 2009;Leiter et al, 2012;Walsh et al, 2012Walsh et al, , 2018. Workgroup civility climate impacts how employees interpret the behaviors they observe in the workplace (Walsh et al, 2012(Walsh et al, , 2018. Civility climate refers to "employee perceptions of norms supporting respectful treatment among workgroup members" (Walsh et al, 2012, p. 8).…”

Section: Background Of the Problemmentioning

confidence: 99%

“…Organizations that address uncivil behavior and encourage the modeling of respectful behavior create a civility climate that promotes civil employee behavior consistent with the workplace civility norms of the organization (Walsh et al, 2012(Walsh et al, , 2018. Montgomery and colleagues (2004) found that demographic characteristics predicted group level norms of civility, and noted differences in observer perceptions of norm violations depending on the how the observer identifies with the instigator and victim of incivility.…”

Section: Background Of the Problemmentioning

confidence: 99%

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Social Dominance Orientation and Emotion Regulation: A Parallel Multiple Mediator Model of Instigated Incivility Moderated By Workgroup Civility Climate

Brunetta¹

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Feeling shame and guilt when observing workplace incivility: Elicitors and behavioral responses

Miranda

Welbourne

Sariol

2020

Human Resource Dev Quarterly

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This research investigates the elicitors and behavioral responses associated with feeling guilt and shame in response to observed workplace incivility. We draw from the appraisal model of self-conscious emotions to hypothesize that perceiving personal responsibility for acts of incivility conducted by others in the organization is associated with feelings of guilt and shame, and that these relationships are differentially moderated by perceived controllability over the incident. We further propose that shame is associated with avoidance and withdrawal behaviors, whereas guilt is associated with retaliatory and supportive behaviors in response to the observed incivility. We tested these hypotheses with a sample of 309 full-time working adults who completed an online survey through Amazon's Mechanical Turk platform. Our results support the claim that perceived responsibility is associated with feeling shame and guilt for observed incivility. The relationship between perceived responsibility and guilt was stronger when respondents perceived greater control over the incident; however, controllability did not moderate between responsibility and shame. As expected, shame was associated with avoiding the target and instigator and withdrawing from work, while guilt was associated with both retaliation toward the instigator and supporting the target.

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Positive Leader Behaviors and Workplace Incivility: the Mediating Role of Perceived Norms for Respect

Cited by 40 publications

References 56 publications

Predicting retail shrink from performance pressure, ethical leader behavior, and store‐level incivility

Predicting retail shrink from performance pressure, ethical leader behavior, and store‐level incivility

Social Dominance Orientation and Emotion Regulation: A Parallel Multiple Mediator Model of Instigated Incivility Moderated By Workgroup Civility Climate

Feeling shame and guilt when observing workplace incivility: Elicitors and behavioral responses

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