Department of Human Resources Management, Business School, Université du Québec à Trois-Rivières, Quebec, Canada.
Department of Philosophy and Arts, Université du Québec à Trois-Rivières, Quebec, Canada.
Scand J Psychol. 2024 Jun;65(3):469-478. doi: 10.1111/sjop.12982. Epub 2023 Dec 22.
In light of the deleterious consequences associated with workplace bullying, it is important to identify the work-related factors that can contribute to the presence of bullying behaviors over time. Up to now, most research on the topic has investigated job characteristics (presence of job demands, absence of job resources) as contributing factors of workplace bullying. Given the key role leadership plays in shaping employees' work environment, this study aims to better understand how harmful forms of leadership relate to bullying behaviors over time and, subsequently, to employee functioning.
More specifically, this longitudinal study (two data collections over a 3-month period) conducted among a sample of Canadian employees (T1 n = 600, T2 n = 422) assesses the temporal relationship between tyrannical leadership, exposure to bullying behaviors, and turnover intention, as well as the moderating role of perceived coworker support in the relationship between tyrannical leadership and bullying behaviors.
Results from cross-lagged analyses show that, controlling for baseline effects, T1 tyrannical leadership positively predicts T2 exposure to bullying behaviors and that T1 bullying behaviors positively predict T2 turnover intention. T1 coworker support did not significantly buffer the relationship between T1 tyrannical leadership and T2 exposure to bullying behaviors, although it did significantly predict, negatively so, T2 turnover intention.
The present study provides valuable insight into the social contextual determinants of bullying behaviors and highlights the destructive nature of tyrannical leadership. Furthermore, this study illustrates the importance of fostering supportive behaviors between colleagues, as this important social resource can play a key role in reducing turnover intention over time.
鉴于与职场欺凌相关的有害后果，确定可能导致欺凌行为随时间而存在的工作相关因素非常重要。迄今为止，大多数关于该主题的研究都将工作特征（存在工作要求、缺乏工作资源）作为职场欺凌的促成因素进行了调查。鉴于领导力在塑造员工工作环境方面的关键作用，本研究旨在更好地了解有害形式的领导力如何随时间与欺凌行为相关，并进而与员工的工作功能相关。
更具体地说，这项纵向研究（在三个月的时间内进行了两次数据收集）对加拿大员工样本（T1n=600，T2n=422）进行了评估，评估了专制型领导与欺凌行为之间的时间关系，以及感知到的同事支持在专制型领导与欺凌行为之间的关系中的调节作用。
交叉滞后分析的结果表明，在控制基线效应的情况下，T1 专制型领导正向预测 T2 遭受欺凌行为，而 T1 欺凌行为正向预测 T2 离职意向。T1 同事支持并没有显著缓冲 T1 专制型领导与 T2 遭受欺凌行为之间的关系，尽管它确实显著地，负向地，预测了 T2 离职意向。
本研究提供了有关欺凌行为的社会背景决定因素的有价值的见解，并强调了专制型领导的破坏性本质。此外，本研究还说明了在同事之间培养支持性行为的重要性，因为这种重要的社会资源可以在减少离职意向方面发挥关键作用。
