Tasneem Fatima and Mehwish Majeed
This study aims to investigate the indirect relationship between exploitative leadership (EL) and psychological distress through emotional complexity. This study also predicted…
Abstract
Purpose
This study aims to investigate the indirect relationship between exploitative leadership (EL) and psychological distress through emotional complexity. This study also predicted that belief in organizational conspiracy theories moderates the association between EL and emotional complexity. Furthermore, forgiveness climate acts as a boundary condition between emotional complexity and psychological distress.
Design/methodology/approach
The respondents of this time-lagged study (N = 325) were working in five-star and four-star hotels in three cities located in Pakistan, namely, Rawalpindi, Islamabad and Lahore. Data were collected through the questionnaire.
Findings
Results revealed that exploitative leaders cause emotional complexity among hotel employees, enhancing their psychological distress. The study further showed that hotel employees who believe in organizational conspiracy theories are more likely to experience emotional complexity under an exploitative leader. Additionally, the perceived forgiveness climate moderates the relationship between emotional complexity and psychological distress.
Practical implications
Hotel managers should avoid hiring those candidates for leadership positions who have a tendency to engage in exploitative behavior. Managers should maintain regular communication with hotel workers to minimize beliefs in organizational conspiracy theories. Managers should also develop a forgiveness climate to minimize psychological distress among hotel employees.
Originality/value
It is one of the few studies investigating the negative consequences of EL, particularly in the hospitality industry. This study has also identified the underlying causes of psychological distress among hotel workers.
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Fatima Majeed and Junaid Ul haq
Healthy employees are assets for organizations, especially in service organizations. This study considered variables that lead to psychological, life and workplace well-being for…
Abstract
Purpose
Healthy employees are assets for organizations, especially in service organizations. This study considered variables that lead to psychological, life and workplace well-being for hotel employees. A comprehensive model is proposed for which Job Demand–Resource (JD-R) theory provides theoretical support.
Design/methodology/approach
Data from four hundred and five hotel employees were collected to observe the individual and organizational factors that directly and indirectly result in three types of well-being: workplace, psychological and life.
Findings
Results provide significant positive direct and indirect effects of individual characteristics (personal cynicism and job stress) on psychological, life and workplace well-being. Similarly, organizational characteristics (organizational values and job characteristics) showed positive direct and indirect effects on life and workplace well-being.
Originality/value
The findings provide a strong recommendation for managers to focus on individual- and organizational-level factors that enhance the well-being of employees.
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Yaseen Ahmad Sahibzada, Muhammad Ali, Naveed Toru, Muhammad Farooq Jan and Abida Ellahi
This study aimed to investigate the relationship between exploitative leadership (EL) and employee green innovative behavior (GIB) in the hospitality sector organizations of…
Abstract
Purpose
This study aimed to investigate the relationship between exploitative leadership (EL) and employee green innovative behavior (GIB) in the hospitality sector organizations of Pakistan. The relationship between EL and GIB is mediated by emotional exhaustion (EE). Perceived organizational support (POS) is used as a moderator between EL and EE.
Design/methodology/approach
The study used convenience and purposive sampling techniques from the population, and the data collected on the structured questionnaire were analyzed through structural equation modeling (SEM) using SmartPLS. The data analysis involved the assessment of the measurement model and structural model.
Findings
The results of the data analysis show that EL has a significant and negative influence on employee GIB, and EE mediates the relationship, meaning EE caused by EL lowers GIB. The moderating effect of perceived organization support between EL and EE also lowers the effects of EL and diminishes EE leading to increased GIB.
Practical implications
The findings of the study suggest that organizations in the hospitality sector like hotels and resorts need to focus on the POS to curb EE in employees due to EL to accelerate positive attitudes at work. Investments of resources in this avenue can enhance employee engagement and improve organizational performance while contributing to environmentally sustainable goals.
Originality/value
The originality of the study lies in the findings that in the presence of higher perceived organization support, the negative effects of EL are mitigated, and this leads to the replenishment of the emotional resources of employees, which allows them to engage in GIBs. GIB is a term that is being researched by the scholars in the hospitality industry of Pakistan. Conservation of natural resources is only possible through individual efforts, especially the efforts of individuals whose livelihoods depend on environmentally related industries, such as hospitality.
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The paper aims to clarify the relationship between exploitative leadership (EL) and organizational cynicism (OC). Besides, it aims also to examine the mediating role of emotional…
Abstract
Purpose
The paper aims to clarify the relationship between exploitative leadership (EL) and organizational cynicism (OC). Besides, it aims also to examine the mediating role of emotional exhaustion (EE) underpinning this relation.
Design/methodology/approach
The data were collected by a questionnaire from 491 employees, who work in four telecom firms.
Findings
The paper provides empirical insights about how EL influenced OC; it suggested that EE fully mediated the positive relationship between EL and OC.
Originality/value
To the author’s knowledge, it is the first study to address the relationship between exploitative leadership and organizational cynicism. In addition, it is the first one to explore the mediating mechanism of emotional exhaustion underpinning this relation.
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Limin Guo, Jinlian Luo and Ken Cheng
Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and…
Abstract
Purpose
Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB). Besides, this study seeks to examine the mediating roles of discrete emotions (i.e. anger and fear) and the moderating role of cognitive reappraisal within the proposed relationships.
Design/methodology/approach
Based on time-lagged survey data from 440 Chinese employees, this study conducted hierarchical regression analysis and bootstrapping approach to test the hypotheses.
Findings
The results revealed that exploitative leadership was positively related to approach-oriented CWB and avoidance-oriented CWB. In addition, this study found that anger mediated the relationship between exploitative leadership and approach-oriented CWB, whereas fear mediated the relationship between exploitative leadership and avoidance-oriented CWB. Further, cognitive reappraisal buffered the positive effects of exploitative leadership on anger and fear and the indirect effects of exploitative leadership on approach-oriented CWB (via anger) and avoidance-oriented CWB (via fear).
Practical implications
Managers should reduce leaders' exploitation and enhance employees' skills on emotional management and cognitive reappraisal.
Originality/value
First, by verifying the effects of exploitative leadership on both approach-oriented and avoidance-oriented CWB, this study adds to the literature on exploitive leadership and provides a more complete understating of the relationship between exploitative leadership and workplace deviance. Second, this study enriches the understanding of the process through which exploitative leadership affects employees by demonstrating the novel mediating roles of discrete emotions (i.e. anger and fear) through the lens of appraisal theories of discrete emotions. Third, by verifying the moderating role of cognitive reappraisal, this study provides insights into the boundary conditions of the influences of exploitive leadership.
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Natasha Saman Elahi, Muhammad Athar Rasheed, Samia Jamshed and Sami Ullah Bajwa
Employees' well-being has emerged as a critical issue in the software industry. Therefore, our study examines the detrimental effect of exploitative leadership on subjective…
Abstract
Purpose
Employees' well-being has emerged as a critical issue in the software industry. Therefore, our study examines the detrimental effect of exploitative leadership on subjective well-being directly and through self-efficacy. We also investigate the buffering effect of resilience on this relationship using the conversation of resources (COR).
Design/methodology/approach
Data were collected from 585 software industry professionals via two-way self-administered questionnaires. The proposed hypotheses were tested using Process Model 5.
Findings
Our study confirms the negative effect of exploitative leadership on subjective well-being, both directly and indirectly via self-efficacy. Furthermore, the findings indicate that resilience reduces the negative effect of exploitative leadership on subjective well-being.
Research limitations/implications
Our study contributes to the existing literature on exploitative leadership by demonstrating its detrimental effects on employee’s subjective well-being. It also provides a more nuanced understanding of the unexplored relationship between exploitative leadership and subjective well-being by explaining the mediating role of self-efficacy and the moderating role of resilience.
Practical implications
Policymakers and human resource practitioners may design training and development programs to promote morality and ethical behaviors. This will enhance employees' subjective well-being, aligning with SDG 3’s goal of ensuring healthy lives and promoting well-being for all.
Originality/value
Our study provides a novel perspective by expanding the nomological network of exploitative leadership to include lower self-efficacy and subjective well-being. It also extends our understating of how resilient employees sustain their well-being under exploitative leadership.
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Rinki Dahiya, Abhishek Singh and Astha Pandey
The importance of workplace inclusion continues to gain scholarly acclaim. However, in reality, many employees choose to ostracize their colleagues post workplace relationship…
Abstract
Purpose
The importance of workplace inclusion continues to gain scholarly acclaim. However, in reality, many employees choose to ostracize their colleagues post workplace relationship strife. With this notion the present study aims to delve into the intricate linkages between workplace relationship conflict (WRC) and employee ostracism behavior (EOB), exploring the serial mediating roles of relational identification (RI) and emotional energy (EE). Additionally, the study examines the potential moderating effect of perceived forgiveness climate (PFC) to understand how forgiveness climate may serve as a boundary condition in shaping these crucial relationships.
Design/methodology/approach
The analysis utilized five-wave time-tagged data collected from 228 employees through scenario and survey methods. The Hayes PROCESS Macro was employed to examine the proposed hypotheses.
Findings
The results indicate a positive influence of WRC on EOB. Additionally, RI and EE sequentially mediate the relationship between WRC and EOB. Furthermore, PFC moderates the serial mediation process (RI and EE) between WRC and EOB as well as the adverse effects of WRC on RI.
Originality/value
Grounded in the theoretical framework of conservation of resource (COR) theory and cognitive-affective personality system (CAPS) theory, the present study offers new insights. By establishing the complicated interplay of RI and EE between WRC and EOB along with the moderating role of PFC, the study extends the understanding of the mechanisms involved, providing a more comprehensive perspective. By shedding light on these complicated interconnected links, the study paved the way for positive social dynamics at work.
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Arooba Chaudhary and Talat Islam
Healthcare workers are considered to be the most vulnerable to face mental health. Therefore, this paper aims to examine how negative leadership (despotic leadership) affects…
Abstract
Purpose
Healthcare workers are considered to be the most vulnerable to face mental health. Therefore, this paper aims to examine how negative leadership (despotic leadership) affects employees' psychological distress. Specifically, the authors investigated bullying behavior as mediating mechanism and hostile attribution bias as boundary condition that trigger psychological distress.
Design/methodology/approach
The authors collected data from 252 nurses and their immediate supervisors (as a coping strategy for common method bias) through “Google Forms” from various public and private hospitals.
Findings
The authors applied structural equation modeling and noted that despotic leadership positively affects employees' psychological distress through bullying behavior. In addition, hostile attribution bias is identified as an important factor in amplifying the effect of bullying behavior on psychological distress.
Research limitations/implications
The authors collected data from high-power distance culture where negative leadership is more prevalent as compared to low-power distance culture. Their findings suggest management to discourage self-centered leaders (despotic) and employees with negative personality traits (hostile attribution bias) as these affect their mental health.
Originality/value
Drawing upon conservation of resources theory, this study is the first of its kind that has investigated how and when despotic leadership affects employees' psychological distress. In addition, the authors also highlighted the importance of negative personality traits (hostile attribution bias) that can amplify the association between bullying behavior and psychological distress.
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Gul Afshan, Muhammad Kashif, Damrong Sattayawaksakul, Pimpa Cheewaprakobkit and Shanika Wijenayake
Drawing on the social exchange theory, this study aims to investigate the destructive impact of abusive supervision and supervisor undermining on quiescent silence and turnover…
Abstract
Purpose
Drawing on the social exchange theory, this study aims to investigate the destructive impact of abusive supervision and supervisor undermining on quiescent silence and turnover intentions among frontline employees. Whether quiescent silence and the desire to seek revenge mediate the path from aggressive supervisory behaviors to turnover intentions is explored.
Design/methodology/approach
Following a time-lagged design, the authors collected data from 350 frontline banking officers in Thailand by a survey. For data analysis purposes, structural equation modeling procedures are used through Smart partial least square version 3.2.0.
Findings
Uniquely, findings suggest that abusive supervision does not result in any form of retaliation. Supervisor undermining has a trickle-down effect on the desire to revenge, quiescent silence and turnover intentions. For supervisor undermining, the direct path, as well as mediating roles are supported by data.
Practical implications
The findings of this study suggests organizational systems should discourage supervisors from undermining the subordinates. There is a need to offer regular training to supervisors. Furthermore, employees should be provided some platforms and the freedom to positively speak at work. Above all, supervisors should be more inspiring which can dilute negative perceptions of abuse.
Originality/value
The proposed mediation of desire to revenge and quiescent silence is unique to this study. Moreover, the challenge to the traditional trickle-down effects of abusive supervision is a unique intervention in the organizational behavior literature.
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Yanchao Feng, Arslan Ayub, Tehreem Fatima, Saira Irfan and Muhammad Sarmad
With an emphasis on displaced aggression theory and social exchange theory, this study aims to investigate the harmful effects of exploitative leadership (EL) on employee…
Abstract
Purpose
With an emphasis on displaced aggression theory and social exchange theory, this study aims to investigate the harmful effects of exploitative leadership (EL) on employee creativity (EC) through the mediating role of knowledge hiding (KH). Moreover, this study examines the boundary effects of leader–member exchange (LMX) to explore conditions under which KH is more or less likely to occur.
Design/methodology/approach
The study employed time-lagged (i.e. three-wave), multisource (i.e. self-rated and peer-rated) research design to collect data from employees working in Pakistani service sector organizations. The study analyzed 323 responses using SMART PLS (v 3.3.3) to assess the measurement model and the structural model.
Findings
The findings reveal that EL is positively related to KH and negatively related to EC. The results also show partial mediating role of KH in the indirect relationship between EL and EC. Besides, the study also found that LMX moderates the positive relationship between EL and KH, and the negative relationship between EL and EC.
Practical implications
The study divulges interesting findings that subordinates at high-quality LMX relationships (i.e. in-group members) are more susceptible to the harmful effects of supervisory unjust treatment than at low-quality LMX relationships (i.e. out-group members). Thus, occurrence context of KH, i.e. EL should be minimized through appropriate organizational interventions.
Originality/value
This study contributes to the leadership and knowledge management literature by testing a hitherto unexplored moderated mediation model.