Cristin-resultat-ID: 1835038
Sist endret: 15. februar 2021, 15:33
NVI-rapporteringsår: 2020
Resultat
Vitenskapelig artikkel
2020

Daily work pressure and exposure to bullying-related negative acts: The role of daily transformational and laissez-faire leadership

Bidragsytere:
  • Kari Wik Ågotnes
  • Anders Skogstad
  • Jørn Hetland
  • Olav Kjellevold Olsen
  • Roar Espevik
  • Arnold B. Bakker
  • mfl.

Tidsskrift

European Management Journal
ISSN 0263-2373
e-ISSN 1873-5681
NVI-nivå 1

Om resultatet

Vitenskapelig artikkel
Publiseringsår: 2020
Publisert online: 2020
Sider: 1 - 11

Importkilder

Scopus-ID: 2-s2.0-85091688897

Beskrivelse Beskrivelse

Tittel

Daily work pressure and exposure to bullying-related negative acts: The role of daily transformational and laissez-faire leadership

Sammendrag

The present study integrates the work environment hypothesis and the effort-reward imbalance model to argue that work-related antecedents of workplace bullying are moderated by the day-to-day leadership practices of one’s immediate leader. Specifically, we propose that individuals’ daily experiences of work pressure are positively related to their daily experiences of bullying-related negative acts. Moreover, we claim that this relationship is weaker on days when those individuals report high (vs. low) levels of transformational leadership behaviour, and stronger on days when they report high (vs. low) levels of laissez-faire leadership behaviour. To test these three hypotheses, we asked 61 naval cadets on a tall ship sailing from Northern Europe to North America to fill out a diary questionnaire for 36 days yielding 1509 observations. The results of multilevel analyses supported our hypothesis of a positive relationship of cadets’ daily reports of work pressure with their daily reports of bullying-related negative acts. In addition, laissez-faire leadership behaviour (but not transformational leadership behaviour) moderated the work pressure–bullying-related negative acts relationship. Our findings support the assumption that laissez-faire leadership is an important component in the development of conflict escalation and workplace bullying, while transformational leadership is not. We discuss theoretical as well as practical implications of these findings.

Bidragsytere

Kari Wik Ågotnes

  • Tilknyttet:
    Forfatter
    ved Institutt for samfunnspsykologi ved Universitetet i Bergen

Anders Skogstad

  • Tilknyttet:
    Forfatter
    ved Institutt for samfunnspsykologi ved Universitetet i Bergen

Jørn Hetland

  • Tilknyttet:
    Forfatter
    ved Institutt for samfunnspsykologi ved Universitetet i Bergen

Olav Kjellevold Olsen

  • Tilknyttet:
    Forfatter
    ved Institutt for ledelse og organisasjon ved Handelshøyskolen BI
  • Tilknyttet:
    Forfatter
    ved Institutt for samfunnspsykologi ved Universitetet i Bergen
Aktiv cristin-person

Roar Espevik

  • Tilknyttet:
    Forfatter
    ved Sjøkrigsskolen (SKSK) ved Forsvarets høgskole
  • Tilknyttet:
    Forfatter
    ved Institutt for samfunnspsykologi ved Universitetet i Bergen
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