Workplace ostracism and hospitality employees’ counterproductive work behaviors: The joint moderating effects of proactive personality and political skill

2013 ◽  
Vol 33 ◽  
pp. 219-227 ◽  
Author(s):  
Hongdan Zhao ◽  
Zhenglong Peng ◽  
Geoff Sheard
Keyword(s):  
Political Skill ◽  
Proactive Personality ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Moderating Effects ◽  
Workplace Ostracism

scholarly journals Workplace Ostracism and Counterproductive Work Behaviors: The Chain Mediating Role of Anger and Turnover Intention

2021 ◽  
Vol 12 ◽  
Author(s):  
Yingge Zhu ◽  
Denghao Zhang
Keyword(s):  
Turnover Intention ◽  
Anger Expression ◽  
Mediating Effect ◽  
Counterproductive Work Behaviors ◽  
Trait Anger ◽  
Work Behaviors ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
The Relationship

This study aims to explore the mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors. A two-stage follow-up survey of 426 employees born after 1990 was conducted using the Workplace Ostracism Scale, Counterproductive Work Behaviors Scale, Trait Anger subscale of the State-Trait Anger Expression Inventory, and Turnover Intention Scale. Workplace ostracism was found to be significantly positively correlated with anger, turnover intention, and counterproductive work behaviors. Furthermore, anger and turnover intention both separately and serially mediated the relationship between workplace ostracism and counterproductive work behaviors. This study confirms the chain mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors.

The Impact of CEO Narcissism and Counterproductive Work Behaviors in Involvement of Middle Managers in the Strategy Process

2021 ◽  
Vol 12 (3) ◽  
pp. 67-86
Author(s):  
Fakher Jaoua ◽  
Elsayed Sobhy Ahmed Mohamed
Keyword(s):  
Middle Managers ◽  
Negative Influence ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Moderating Effects ◽  
Industrial Upgrading ◽  
Strategy Process ◽  
Ceo Narcissism ◽  
Unfavorable Condition ◽  
The Impact

This research aims to develop a theoretical framework to explain the conditions that facilitate or hinder the strategic roles of middle managers, such as the effects of CEO narcissism on the strategic roles of middle managers through the moderating effects of counterproductive work behaviors. This research examines these issues in the context of large Tunisian companies participating in Industrial Upgrading Program. The results show that CEO narcissism positively influences the counterproductive work behaviors of middle managers, which in turn negatively influences the strategic roles of middle managers. Consequently, this negative influence calls into question the SRMMs and clearly shows that the presence of the CEO narcissism constitutes an unfavorable condition for the involvement of middle managers in strategy process. Obviously, this should lead the defendants of the involvement of middle managers in strategy process to rethink this participatory approach, and this by considering the conditions that facilitate or hinder the strategic roles of middle managers.

Political skill and self-serving counterproductive work behaviors: Moderating role of perceptions of organizational politics

2019 ◽  
pp. 1-18
Author(s):  
Fariha Zahid ◽  
Arif Nazir Butt ◽  
Abdul Karim Khan
Keyword(s):  
Political Skill ◽  
Organizational Politics ◽  
Organizational Outcomes ◽  
Counterproductive Work Behaviors ◽  
Dark Side ◽  
Work Behaviors ◽  
Perceptions Of Organizational Politics ◽  
Political Perceptions ◽  
Activation Theory ◽  
Trait Activation

AbstractThe scholarship on political skill documents that it is a social savvy, personal style construct, associated with positive personal and organizational outcomes. However, this study takes a counterintuitive view and demonstrates that despite being a positive resource, political skill also has the potential to be used as a self-serving device to achieve one's personal agendas in the form of self-serving counterproductive work behaviors. Borrowing insights from the trait activation theory, this study demonstrates that a context, high in political perceptions, acts as an incentivized condition for politically skilled people to execute its dark side. The results supported the hypothesis and revealed that under high perceptions of organizational politics, political skill will have a significant, positive relation with self-serving counterproductive work behaviors. The study discusses important theoretical and practical implications of these results and extends the domains of political skill and counterproductive work behaviors.

The Good, the Bad, and the Ugly? A Triarchic Perspective on Psychopathy at Work

2021 ◽  
pp. 0306624X2110226
Author(s):  
Iris Kranefeld ◽  
Gerhard Blickle
Keyword(s):  
Job Performance ◽  
Political Skill ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Adaptive Performance ◽  
Work Behaviors ◽  
Workplace Outcomes ◽  
And Task ◽  
Triarchic Model

Does psychopathy have an upside in vocational contexts? Applying the triarchic model of psychopathy, we propose that the dimensions of boldness, disinhibition, and meanness have different relations to workplace outcomes. Focusing on boldness and in line with socioanalytic personality theory, we propose that political skill moderates the relation between boldness and job performance. Using a sample of 477 target-coworker pairings, we found interaction effects of boldness and political skill on contextual and task performance, and the buffering of counterproductive work behavior. Furthermore, political skill moderated the relation between boldness and adaptive performance. Disinhibition and meanness were positively correlated with counterproductive work behaviors, thereby reflecting the dark core of psychopathy. In sum, boldness is a trait linked to career success in the absence of the other traits that make up psychopathy as a whole. Furthermore, we encourage the use of the triarchic model as an overarching framework in vocational contexts.

Abusive Supervision and Counterproductive Work Behaviors

2013 ◽  
Vol 12 (4) ◽  
pp. 196-200 ◽  
Author(s):  
Coralia Sulea ◽  
Saul Fine ◽  
Gabriel Fischmann ◽  
Florin A. Sava ◽  
Catalina Dumitru
Keyword(s):  
Personality Traits ◽  
Significant Interaction ◽  
Abusive Supervision ◽  
Emotional Stability ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Moderating Effects ◽  
Two Factors ◽  
Main Effects ◽  
The Relationship

While counterproductive work behaviors (CWB) are considered to be associated with both personal and situational antecedents, the relationship between these two factors is not entirely understood. Toward a better understanding of this issue, the present study examined the moderating effects of personality traits on the relationship between a specific situational stressor, abusive supervision, and organization-targeted counterproductive behaviors (CWB-O). The results found significant main effects for both abusive supervision and personality, as expected, as well as a significant interaction between them, whereby employees with low scores in conscientiousness, agreeableness, and/or emotional stability were more likely to engage in CWB-O in response to abusive behaviors from their supervisors.

scholarly journals More humility, less counterproductive work behaviors? The role of interpersonal justice and trust

2019 ◽  
Vol 13 (1) ◽  
Author(s):  
Yue Wang ◽  
Wenhao Luo ◽  
Jing Zhang ◽  
Yirong Guo
Keyword(s):  
Social Exchange ◽  
Indirect Effect ◽  
Work Performance ◽  
Social Exchange Theory ◽  
Political Skill ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Interpersonal Justice ◽  
Leader Humility

AbstractLeader humility has emerged as an important topic in understanding the role of leadership in organizations in recent years. Though it was found to enhance subordinates’ work performance and positive work behaviors, we are unaware of the psychological mechanism and boundary conditions underlying leader humility and employees’ negative behaviors toward leaders. Drawing on social exchange theory and using a multistage sample including 273 employees and 55 supervisors in China, we demonstrated a negative indirect effect between leader humility and subordinates’ counterproductive work behaviors toward supervisors (CWB-S) via interpersonal justice and trust in supervisor. Furthermore, we find that leader political skill moderates the effect of leader humility on interpersonal justice and trust in supervisor. The indirect effect of leader humility on subordinates’ CWB-S through interpersonal justice is stronger when leader political skill is high, suggesting a moderated mediation model. Finally, we discuss the theoretical contributions and practical implications of this study, and highlight future directions for research on leader humility.

Sign in / Sign up

Export Citation Format

Share Document