Seeing the unseen: ostracism interventionary behaviour and its impact on employees

Fiset, John; Boies, Kathleen

doi:10.1080/1359432x.2018.1462159

Cited by 17 publications

(15 citation statements)

References 90 publications

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“…Consistent with Lepine and Van Dyne's (2001) argument that people do not like to confront others, our results confirm that supervisors intentionally or unintentionally manage task conflict with omissive acts. Our results are consistent with the qualitative findings by Fiset and Boies (2018). Fiset and Boies (2018) interviewed 30 employees about how their supervisors managed ostracism between and among subordinates.…”

Section: Discussionsupporting

confidence: 94%

“…Our results are consistent with the qualitative findings by Fiset and Boies (2018). Fiset and Boies (2018) interviewed 30 employees about how their supervisors managed ostracism between and among subordinates. Their data revealed seven categories of leadership behaviors.…”

Section: Discussionsupporting

confidence: 94%

“…The authors noted that leaders are responsible for group harmony. When managing ostracism among employees, leaders should be aware of the social dynamics, proactively address interpersonal issues, and engage in harmony seeking behaviors (Fiset & Boies, 2018). In summary, organisational interventions can focus on supervisor HE to promote inclusive leadership behaviors.…”

Section: Practical Contributionsmentioning

confidence: 99%

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Supervisor–employee task conflict and supervisor ostracism: The moderating effect of interpersonal harmony values

Liu

et al. 2022

Applied Psychology

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We examined the relationship among supervisor–employee task conflict, supervisor ostracism, and employee depression and job performance, as well as the moderating effect of supervisors' and employees' interpersonal harmony values. Data were collected from supervisors and employees at three timewaves. We found that supervisor–employee task conflict positively predicted supervisor ostracism, which in turn predicted higher employee depression and poorer job performance. The dualistic model of interpersonal harmony proposes that people show two motives in responding to conflicts while trying to maintain interpersonal harmony: an approach motive to promote high‐quality relationships (i.e. harmony enhancement) or an avoidance motive to prevent relationship disintegration (i.e. disintegration avoidance). From the supervisors' perspective, we found that supervisors' harmony enhancement values buffered the positive relationship between supervisor–employee task conflict and supervisor ostracism. From the employees' perspective, we found that employees' harmony enhancement values buffered whereas employees' disintegration avoidance value exacerbated the detrimental effect of supervisor ostracism on employee depression and job performance. Practical suggestions were offered to help both supervisors and employees manage workplace ostracism.

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Section: Discussionsupporting

confidence: 94%

Section: Discussionsupporting

confidence: 94%

Section: Practical Contributionsmentioning

confidence: 99%

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Supervisor–employee task conflict and supervisor ostracism: The moderating effect of interpersonal harmony values

Liu

et al. 2022

Applied Psychology

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“…The findings of the study reveal a LBI, such as an alignment between a leader’s words and actions, fair treatment of the leader, and morality of the leader, have a negative impact on WO. Previous findings on the leader-member exchange, ethical leadership, transformational leadership, spiritual leadership, and WO also provide support for our findings ( Fiset and Boies, 2018 ; Babalola et al, 2019 ; Kanwal et al, 2019 ; Greenbuam et al, 2020 ). Additionally, SET ( Blau, 2017 ) serves as a theoretical pillar in justifying the obtained results.…”

Section: Discussionsupporting

confidence: 89%

Linking Leader’s Behavioral Integrity With Workplace Ostracism: A Mediated-Moderated Model

2022

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Drawing on the social exchange theory (SET) and research on leadership influences, we developed and inspected a multilevel model to test the conditions and mechanisms through which a leader’s behavioral integrity (LBI) deters workplace ostracism (WO). We used trust as a mediator and the narcissistic personality of a leader as a boundary condition in the connection between a LBI and WO. Data were collected from 249 employees working in different five- and four-star hotels in Pakistan over three time lags. The statistical results revealed that a LBI reduces WO. Additionally, a LBI has an indirect effect on WO through interpersonal trust. We did not find statistical support for the moderating role of the narcissistic personality of a leader in the relationship between a LBI and WO. Implications, along with limitations and future research directions, are also discussed.

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“…In this research, 66% of employees reported that they were experiencing boycott of speaking terms from their peers for the past five years, 29% of employees shared that their peers are used to leave the room when they enter and 18% reported that they were side-lined and physically ostracized. In recent times, scholars have identified ostracism as one of the most destructive phenomena while explaining employees' workplace behaviour (Abubakar et al , 2018; Fiset and Boies, 2018; O'reilly and Robinson, 2009; Quade et al , 2017). Workplace ostracism can be supervisor ostracism (SO) as well as co-worker ostracism (Williams and Zadro, 2001).…”

Section: Introductionmentioning

confidence: 99%

Grey shade of work environment triad – effect of supervisor ostracism and perceived organizational obstruction on employees' behaviour: a moderated-mediation model

Akhtar

Syed

Javed

et al. 2020

LODJ

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PurposeThis study, based on the moderated-mediation model, investigates the indirect effect of facades of conformity in the relationship between supervisor ostracism and unethical work behaviour. Furthermore, this study tested the moderating role of perceived organizational obstruction in the aforementioned relationship through facades of conformity.Design/methodology/approachEmploying a multi-wave and two-source data from employees and peers (n = 264) of the services sector in Pakistan, the authors tested the proposed framework using Hayes and Preacher moderated-mediation technique.FindingsThe findings reflect that supervisor ostracism encourages unethical behaviour at the workplace. Further, results revealed that facades of conformity mediated this direct relationship. Moreover, the authors found that perceived organizational obstruction moderated the relationship between supervisor ostracism and facades of conformity. Results also confirm that perceived organizational obstruction moderates the mediated relationship.Research limitations/implicationsThe paper concludes with a discussion, managerial implications, limitations and directions for future research.Originality/valueThis study added value in the literature of supervisor ostracism, facades of conformity, unethical work behaviour and perceived organizational obstruction.

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Seeing the unseen: ostracism interventionary behaviour and its impact on employees

Cited by 17 publications

References 90 publications

Supervisor–employee task conflict and supervisor ostracism: The moderating effect of interpersonal harmony values

Supervisor–employee task conflict and supervisor ostracism: The moderating effect of interpersonal harmony values

Linking Leader’s Behavioral Integrity With Workplace Ostracism: A Mediated-Moderated Model

Grey shade of work environment triad – effect of supervisor ostracism and perceived organizational obstruction on employees' behaviour: a moderated-mediation model

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