Rana Muhammad Naeem, Qingxiong (Derek) Weng, Zahid Hameed, Ghulam Ali Arain and Zia Ul Islam
Studies show that supervisor incivility can have detrimental consequences for subordinates. However, little is known about the job and personal resources that can reduce the…
Abstract
Purpose
Studies show that supervisor incivility can have detrimental consequences for subordinates. However, little is known about the job and personal resources that can reduce the effect of supervisor incivility on subordinates' counterproductive work behavior (CWB). Based on the Job Demand-Resources (JD-R) model, we investigate social job crafting (job resource) and internal locus of control (LOC; personal resource) as buffers on the relationship between supervisor incivility and subordinates' CWB toward the organization.
Design/methodology/approach
Two field studies to test our proposed hypotheses were conducted. A two-wave time-lagged design was used and data was collected from 115 supervisors and 318 subordinates from a large electricity provider company (study 1) and 121 employee–coworker dyads from a large insurance company (study 2).
Findings
Across the two studies it was found that supervisor incivility positively relates to subordinates' CWB toward the organization. Further, this relationship was weaker for individuals with high internal LOC and those who engaged in social job crafting.
Practical implications
The findings are helpful for HR managers to figure out how to stop supervisor incivility through civility training and motivating employees to social job crafting behavior.
Originality/value
This study implies that social job crafting (job resource) and internal LOC (personal resource) are essential factors that can reduce the effects of supervisor incivility on subordinates' CWB toward the organization.
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Bashir Ahmad, Hussain Tariq, Qingxiong (Derek) Weng, Samson Samwel Shillamkwese and Nadeem Sohail
Based on revenge theory and the three objectives of social interaction theory of aggression, the purpose of this paper is to develop a framework to answer why and when a…
Abstract
Purpose
Based on revenge theory and the three objectives of social interaction theory of aggression, the purpose of this paper is to develop a framework to answer why and when a subordinate’s own behaviour instigates abuse at the workplace. In particular, the authors argue that subordinate gossip behaviour instils in supervisors a thought of revenge towards that subordinate, which, in turn, leads to abusive supervision. Specifically, this hypothesised relationship is augmented when the supervisor feels close to the gossiper (i.e. psychological proximity).
Design/methodology/approach
The authors conducted two independent studies to test the moderated mediation model, which collectively investigate why and when subordinate gossip behaviour provokes abusive supervision in the workplace. A lagged study (i.e. Study 1: 422 supervisors and subordinates) in a large retail company and an experience sampling study (i.e. Study 2: 96 supervisors and subordinates with 480 daily surveys) in multiple organisations provide support for the moderated mediation model.
Findings
The two-study (i.e. a lagged study and an experience sampling study) findings support the integrated model, which has mainly focussed on instrumental consideration of abusive supervision that influences the supervisor–subordinate relationship.
Originality/value
The two-study investigation has important and meaningful implications for abusive supervision research because it determines that subordinate gossip behaviour is more threating to a supervisor when the subordinate and the supervisor are psychological close to each other than when they are not. That is because when they are close, the supervisor is not expecting gossip behaviour from the subordinate, thus giving rise to an abusive workplace.
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Qingxiong Weng, Kashmala Latif, Abdul Karim Khan, Hussain Tariq, Hirra Pervez Butt, Asfia Obaid and Naukhez Sarwar
This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates…
Abstract
Purpose
This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships.
Design/methodology/approach
Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379).
Findings
The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively.
Originality/value
This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.
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Samson Samwel Shillamkwese, Qingxiong (Derek) Weng, Hirra Pervez Butt, Hussain Tariq and Zahid Hameed
Although work-related antecedents of abusive supervision are well-known, knowledge on the cross-domain antecedents of this destructive leadership behavior is scarce. Accordingly…
Abstract
Purpose
Although work-related antecedents of abusive supervision are well-known, knowledge on the cross-domain antecedents of this destructive leadership behavior is scarce. Accordingly, this study aims to investigate off-the-job supervisors’ after-work experiences that may influence their work behavior. The authors explore how and when a supervisor’s poor recovery experiences lead to abusive supervisory behaviors through a negative start-of-workday mood for high vs low supervisor sleep quality.
Design/methodology/approach
The authors conducted a single-source, three-phase field study (N = 422) to test the proposed moderated mediation model for participants from a large telecommunications company located in Anhui province, People’s Republic of China.
Findings
Poor recovery experiences in the supervisor’s personal life can spill over to their work domain and provoke abusive supervisory behavior through the mediating effect of a negative start-of-workday mood. Moreover, a supervisor’s good night’s sleep (i.e. first-stage moderator) serves as a key mitigating factor to diminish the negative start-of-workday mood resulting from a lack of relaxation, mastery experiences and control experiences (except for the lack of psychological detachment from work) and lessens abusive supervision.
Originality/value
This study contributes to the literature examining off-the-job events to understand the antecedents of abusive supervision that are beyond organizations’ control but significantly influence workplace behaviors, showing that not all antecedents of abusive supervision exist in the workplace; some are transferred from the home domain through nonvisible moods. Finally, the inclusion of sleep quality as a first-stage moderator provides insights on preventing abusive supervision caused by nonwork-related events. This adds a unique dimension to the abusive supervision literature by highlighting factors in the home domain that can prevent negative spillovers to the work domain. The authors conclude with some theoretical and practical implications for researchers and practitioners.
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Hirra Pervez Butt, Hussain Tariq, Qingxiong Weng and Nadeem Sohail
Based on the theory of crossover, the purpose of this paper is to explore the limited but growing body of research on positive crossover, wherein the authors investigated the…
Abstract
Purpose
Based on the theory of crossover, the purpose of this paper is to explore the limited but growing body of research on positive crossover, wherein the authors investigated the direct and indirect crossover of work passion between the dyadic setting of leader and followers. The authors hypothesized that the leader’s (follower’s) work passion influence follower’s (leader’s) work passion through direct crossover phenomena (i.e. crossover via empathy). In the study, the authors also examined the underlying indirect crossover mechanism of leader’s (follower’s) work passion via personal identification – the process by which individuals (supervisors and subordinates) realize cognitive overlap between the self and other over time in a relationship. In an attempt to fully understand the crossover of leader’s (follower’s) work passion, the authors scrutinized the pattern of leader–follower relationship quality, which has the capacity to moderate the direct and indirect crossover of work passion from leader to follower and vice versa.
Design/methodology/approach
The authors conducted two independent studies and collected a time-lagged data from the dyadic settings of a large trade multinational company (n=77 supervisor and 373 subordinates) and a large manufacturing multinational company (n=89 supervisor and 411 subordinates) situated in Anhui province of China to test the authors’ moderated mediation model of work passion.
Findings
As expected the authors found support for all the authors’ hypothesized relationships. Specifically, the results provide support for the notion of direct and indirect crossover of work passion within leader–follower dyads. Moreover, the authors’ findings also support the moderated mediation model of direct and indirect crossover of work passion.
Originality/value
Overall, this study provides a potential way to stimulate work passion in employees (leader and followers) from the perspective of their relationship quality with each other. Moreover, implications for theory, research and practice with prospective future research topics are discussed.
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Anastasiia Popelnukha, Shamika Almeida, Asfia Obaid, Naukhez Sarwar, Cynthia Atamba, Hussain Tariq and Qingxiong (Derek) Weng
Although voice endorsement is essential for individuals, teams and organizational performance, leaders who consider followers' voice to be threatening are reluctant to implement…
Abstract
Purpose
Although voice endorsement is essential for individuals, teams and organizational performance, leaders who consider followers' voice to be threatening are reluctant to implement followers' ideas. The authors, taking note of this phenomenon, investigate why leaders who feel a threat from followers' voice exhibit voice rejection at the workplace and when this detrimental tendency can be diminished. Thus, based on the self-defense tendency as per self-affirmation theory, the authors argue that those leaders who experience threat triggered by followers' voice, justify voice rejection through the self-defense tactics: message derogation and source derogation. In addition, the authors also propose that a leader's positive (negative) affect experienced before voice exposure may decrease (increase) self-defense and voice rejection.
Design/methodology/approach
To test the authors’ moderated mediation model, they conducted two independent vignette studies (N = 269; N = 208). The purpose of the first vignette study was to test the simple mediation (i.e. the direct and indirect effects), whereas the second study aimed to test the moderated mediation model.
Findings
In Study 1, the authors found that the leader's perceived threat to competence provoked by followers' voice was positively related to voice rejection, and the relationship was partially mediated by message derogation and source derogation. In line with this, in Study 2, the authors tested the moderated mediation model and replicated the findings of Study 1. They found that the effects of leader's perceived threat to competence on voice rejection through self-defense tactics are weaker (stronger) at the high (low) values of a leader's positive affect. In contrast, the effects of a leader's perceived threat to competence on voice rejection through self-defense tactics are stronger (weaker) at the high (low) values of a leader's negative affect.
Originality/value
This study suggests that leaders who experience a threat to competence instigated by employee voice are more likely to think that ideas proposed by employees are non-constructive and employees who suggest those ideas are not credible, and these appraisals have a direct influence on voice rejection. However, if leaders are in a good mood vs. bad mood, they will be less likely to think negatively about employees and their ideas even when they experience psychological threats. The findings highlight several avenues for future researchers to extend the literature on employee voice management and leadership coaching by providing theoretical and managerial implications.
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Alexander (Degreat) Narh Tetteh, Qingxiong (Derek) Weng, Lincoln Jisuvei Sungu and Magdalene Zeinab Akosua Adams
The aim of this study is to understand the levels (i.e. mild vs intense) of task conflict (TC) expressions between angel investors and entrepreneurs at the post-investment stage…
Abstract
Purpose
The aim of this study is to understand the levels (i.e. mild vs intense) of task conflict (TC) expressions between angel investors and entrepreneurs at the post-investment stage and how it affect angel investors’ follow-on investment intentions with the same entrepreneur.
Design/methodology/approach
Survey data was gathered from 71 angel investors in China. Mplus was used to test the proposed research model.
Findings
This study found that angels perceive affective conflict (AC) when engaged in intense TC, unlike the case for mild TC expressions. Furthermore, the analysis shows that, unlike mild TC expressions, intense TC expressions impede angels’ reinvestment intentions when they perceive ACs. Other results indicate that when angels perceive that entrepreneurs are not open to coaching, the prominence of mild TC expression is sharply mitigated and becomes as detrimental as intense TC expressions.
Research limitations/implications
This study only focused on one specific aspect of the angel–entrepreneur post-investment relationship: The effect of their TC expressions on angels’ reinvestment intentions. By no means do the authors imply that TC expression in the angel–entrepreneur post-investment relationship is the only factor that matters to angel investors in their follow-on investment intentions with the same entrepreneur.
Practical implications
The findings suggest that entrepreneurs should pay careful attention to TC that may arise between them and their financiers. TCs are not entirely detrimental, but their negative effect might depend on how they are expressed. An appropriate level of TC may also improve enterprise performance and collaboration. Thus, angels and entrepreneurs should set clear goals and performance standards, where task interactions mainly focus on the goals and expected outcomes.
Originality/value
Prior to this study, little was known about whether all TCs potentially lead to ACs. By distinguishing between levels (i.e. mild vs intense) of TC expressions between angels and entrepreneurs, this study adds a novel aspect to it by showing that TC, in and of itself, does not necessarily lead to AC but can lead to AC once its intensity grows.
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Hussain Tariq and Qingxiong (Derek) Weng
The purpose of this paper is to investigate the link between perceived subordinate performance and abusive supervision. From the perspective of moral exclusion theory, the authors…
Abstract
Purpose
The purpose of this paper is to investigate the link between perceived subordinate performance and abusive supervision. From the perspective of moral exclusion theory, the authors examine cooperative goal interdependence and competitive goal interdependence as key boundary conditions to hypothesize and demonstrate the direct negative relationship between low-performing subordinates and abusive supervision. Within the moral exclusion framework, supervisors may strategically abuse low performers when cooperative goal interdependence is high, or competitive goal interdependence is low. Moreover, this study explores the impact of abusive supervision on subordinate’s objective performance.
Design/methodology/approach
This research employs two independent studies to examine the antecedents and consequences of abusive supervision based on respondents from a Fortune 500 company located in Anhui province of People’s Republic of China (PRC). Study 1 uses a time lagged, single source survey while Study 2 employs multi-source, multi-wave data. The results support the integrated model.
Findings
Across the two studies, the results showed that the direct negative relationship between perceived subordinate performance and abusive supervision was found to be stronger when cooperative goal interdependence was high and when competitive goal interdependence was low. Study 2 also revealed the negative impact of abusive supervision on subordinate’s objective performance and that the conditional indirect effect of subordinate’s perceived performance on objective performance via abusive supervision was contingent on the extent of cooperative and competitive goal interdependence.
Originality/value
The results clearly demonstrate that supervisors are likely to turn to abusive supervision in response to poor performing subordinates but that the tendency to use abuse as an instrumental strategy for improving subordinate performance is dependent on the nature of goal interdependence between the supervisor and subordinates’ goals. The research also shows that although supervisors may turn to abusive supervision under certain goal interdependence conditions, it is not an effective strategy for actually improving subordinate objective performance. In fact, it has the opposite effect.
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Drawing on the conservation of resources (COR) theory, we propose a mediated moderation showing how proactive personality (PP) and job crafting toward interests (JC-interests…
Abstract
Purpose
Drawing on the conservation of resources (COR) theory, we propose a mediated moderation showing how proactive personality (PP) and job crafting toward interests (JC-interests) influence the relationship between interest incongruence and cyberloafing.
Design/methodology/approach
We used a three-wave survey and collected data from 429 full-time employees working in different industries in China.
Findings
We found that interest incongruence was positively related to cyberloafing. Furthermore, this positive relationship was more significant when employees were low in PP or engaged in low levels of JC-interests. In addition, the moderating effect of PP was mediated by JC-interests.
Practical implications
These findings are helpful for organizations in figuring out how to mitigate the detrimental effects of interest incongruence by providing more support to proactive employees and implementing various JC interventions.
Originality/value
This study suggests that PP and JC-interests (resource gain strategy) could mitigate the positive effect of interest incongruence on employees’ cyberloafing.
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Junaid Khalid, Qingxiong Derek Weng, Adeel Luqman, Muhammad Imran Rasheed and Maryam Hina
The information and communication technologies have made it progressively practical for employees to remain associated with work, even when they are not in the workplace. However…
Abstract
Purpose
The information and communication technologies have made it progressively practical for employees to remain associated with work, even when they are not in the workplace. However, prior studies have provided very little understanding of the implications for the deviant behavior aspect. The current study aims to investigate the association between after-hours work-related technology usage and interpersonal, organizational and nonwork deviance through psychological transition, interruption overload and task closure. The authors draw upon the theory of conservation of resource (COR) to examine the research model.
Design/methodology/approach
The primary data for the study has been collected in two waves from the sample of 318 employees who were working in diverse organizations in the Anhui province of the People's Republic of China for empirical testing of the authors’ research model.
Findings
This study's findings have revealed the positive association of after-hour work-related technology use with individuals' deviance in its entire three forms through psychological transition and interruption overload and have negative associations with all forms of deviance through task closure.
Originality/value
The significant contribution of this study is in the literature on technology use and employee outcomes, by identifying the consequences of technology use in both work (interpersonal deviance and organizational deviance) and outside work domain (nonwork deviance) and exploring the underlying mechanisms for these relationships in detail. To the best of the authors’ knowledge, this study is the first of its kind that investigates a relationship between after-hours technology use and all three kinds of deviance while exploring both the positive and negative perspectives in one study.