Houghton Jeffery D, Oxarart Richard A, Heames Joyce Thompson, Buckley M Ronald, Carbo Jerry A
John Chambers College of Business & Economics, West Virginia University, Morgantown, WV 26506 US.
Campbell School of Business, Berry College, MT Berry, US.
Empl Responsib Rights J (Dordr). 2021;33(3):235-249. doi: 10.1007/s10672-021-09379-x. Epub 2021 Jun 15.
This conceptual paper suggests that the distinction between an autocratic and democratic leadership orientation may serve as an important moderator of the relationship between key organizational characteristics and workplace bullying. More specifically, we explore leader autocratic vs. democratic power orientations and leader agentic vs. communal orientations as the theoretical bases for developing a new model of perceived leadership orientation as a moderator of the relationships between certain key organizational characteristics and perceptions of workplace bullying behavior. Our model proposes differential moderating effects for both leader autocratic-democratic power orientation and leader agentic-communal orientation. Particularly, we contend that democratic and communal leadership orientations may lead to fewer perceptions of bullying in the workplace. We conclude with a discussion of our model's practical implications and suggestions for future research on this subject.
这篇概念性论文表明，专制型领导取向与民主型领导取向之间的差异可能是关键组织特征与职场霸凌关系的重要调节变量。更具体地说，我们探讨领导者的专制与民主权力取向以及领导者的能动与社群取向，以此作为构建一种新的感知领导取向模型的理论基础，该模型可调节某些关键组织特征与职场霸凌行为认知之间的关系。我们的模型提出了领导者专制 - 民主权力取向和领导者能动 - 社群取向的不同调节效应。特别是，我们认为民主型和社群型领导取向可能会减少职场中对霸凌行为的认知。我们最后讨论了我们模型的实际意义以及对该主题未来研究的建议。
