Towards understanding workplace incivility: gender, ethical leadership and personal control

Young, Kim A; Hassan, Shahidul; Hatmaker, Deneen M.

doi:10.1080/14719037.2019.1665701

Cited by 54 publications

(49 citation statements)

References 64 publications

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“…There is a growing interest among Public Administration (PA) scholars in empirically assessing the impact of ethical leadership in public organizations. Recent studies have found that ethical leadership can improve employee commitment, public service motivation, organizational citizenship behavior, and willingness to report unethical conduct of others and reduce unwarranted absences, workplace incivility and corruption (c.f., Bashir & Hassan, 2019;Downe, Cowell, & Morgan, 2016;Hassan, Wright, & Yukl, 2014;Hassan, 2015;Mozumder, 2018;Wright, Hassan, & Park, 2016;Young, Hassan, & Hatmaker, 2019). Few studies in PA, however, have considered the prevalence, causes, and consequences of unethical leadership behavior in public organizations.…”

Section: Shahidul Hassanmentioning

confidence: 99%

We Need More Research on Unethical Leadership Behavior in Public Organizations

Hassan

2019

Public Integrity

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Section: Shahidul Hassanmentioning

confidence: 99%

We Need More Research on Unethical Leadership Behavior in Public Organizations

Hassan

2019

Public Integrity

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“…Considering the psychosocial nature of workplace incivility, interventions should be based on empirical evidence that has to be incorporated into prevention programs. Research has discussed primary preventive resources to effectively handle workplace incivility from a gender perspective [44,45] and the relevance of introducing sustainable innovative behavior within organizations [46]. Workplace incivility is adverse behavior that may foster a toxic workplace environment.…”

Section: Practical Implicationsmentioning

confidence: 99%

Workers’ Observation of Uncivil Leadership: Is Tolerance for Workplace Incivility a Gendered Issue?

2021

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In the context of organizational psychology, this study aimed to examine workers’ gender biases in tolerance when observing leaders’ incivility in the workplace. Based on role congruity theory, this paper proposes analyzing the gender differences in workers’ evaluations of awareness and tolerance of workplace incivility considering the gender of a leader who commits different incivility behaviors against an employee. Moreover, we posit that the type of incivility is also gendered. A sample of 547 workers (male and female) randomly played the roles of observers whereby they rated a scenario describing a leader (male or female) who publicly humiliates and openly doubts an employee’s judgment (overt incivility—agentic), or leaves out and pays little attention (covert incivility—communal) to an employee. The results indicate that male workers tolerated incivility less when role incongruence occurred, such as when male leaders used covert incivility. In contrast, female workers were consistently less tolerant when role congruence occurred with the leader’s gender, such as when male leaders were overtly uncivil. Furthermore, compared to males, female workers were more aware and less tolerant of incivility when a female leader was overtly or covertly uncivil. This paper provides empirical insights and fulfills an identified need to study how gender bias in workplace incivility can be enabled in organizations. The implications for practice can drive the development of prevention strategies within the field of management and human resources.

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“…Decades of scholarship has discussed the barriers and bias faced by women and the dearth of women in leadership positions in the public sector (c.f., Connell 2006;D'Agostino, 2017;DeHart-Davis et al 2020;Guy 1993;Naff 1994Naff , 2001Riccucci 2009;Stivers 2002). So although in practice, many public organizations have made strides in diversifying their workforce overall, there remains considerable work to be done, especially in improving the experiences of diverse employees (Young, Hassan, and Hatmaker 2021;Smith et al forthcoming) and diversifying top leadership positions (Calsy and D'Agostino 2021;Choi 2011;DeHart-Davis et al 2020;Riccucci 2009). We contend that increasing the representation of women in top leadership positions is important for women themselves, but it is also an important public value may bestow more support, resources, and attention to employees (Dienesch and Liden 1986;Liden and Graen 1980;Scandura and Graen 1984).…”

Section: Introductionmentioning

confidence: 99%

When do women receive managerial support? The effects of gender congruence and the manager-employee relationship

Hatmaker

Hassan

2021

Public Management Review

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This article examines the impact of manager-employee gender similarity on supportive leadership behaviours by public managers. Following prior research, we hypothesize that women with female managers are likely to report more leadership support than women with male managers and that this relationship will be moderated by the quality of the manager-employee relationship. Analysing multi-source survey data collected from a state agency, we find support for the gender-similarity effect. We also find a positive relationship between manager-employee relationship quality and supportive leadership behaviour. However, we do not find any support for the hypothesized moderation effect of the manager-employee relationship quality.

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Towards understanding workplace incivility: gender, ethical leadership and personal control

Cited by 54 publications

References 64 publications

We Need More Research on Unethical Leadership Behavior in Public Organizations

We Need More Research on Unethical Leadership Behavior in Public Organizations

Workers’ Observation of Uncivil Leadership: Is Tolerance for Workplace Incivility a Gendered Issue?

When do women receive managerial support? The effects of gender congruence and the manager-employee relationship

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