The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes
The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover inte...
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| Published in: | Journal of business ethics Vol. 116; no. 1; pp. 205 - 216 |
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| Main Authors: | , , |
| Format: | Journal Article |
| Language: | English |
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Dordrecht
Springer
01-08-2013
Springer Netherlands Springer Nature B.V |
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| Abstract | The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees' organizational attitudes, the same analyses suggested that higher perceptions of downward mobbing was significantly associated with lower job satisfaction, lower affective commitment, higher continuous commitment, and higher turnover intention. |
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| AbstractList | The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees' organizational attitudes, the same analyses suggested that higher perceptions of downward mobbing was significantly associated with lower job satisfaction, lower affective commitment, higher continuous commitment, and higher turnover intention. Reprinted by permission of Springer The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees' organizational attitudes, the same analyses suggested that higher perceptions of downward mobbing was significantly associated with lower job satisfaction, lower affective commitment, higher continuous commitment, and higher turnover intention.[PUBLICATION ABSTRACT] The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees’ organizational attitudes, the same analyses suggested that higher perceptions of downward mobbing was significantly associated with lower job satisfaction, lower affective commitment, higher continuous commitment, and higher turnover intention. |
| Author | Ertureten, Aysegul Aycan, Zeynep Cemalcilar, Zeynep |
| Author_xml | – sequence: 1 givenname: Aysegul surname: Ertureten fullname: Ertureten, Aysegul – sequence: 2 givenname: Zeynep surname: Cemalcilar fullname: Cemalcilar, Zeynep – sequence: 3 givenname: Zeynep surname: Aycan fullname: Aycan, Zeynep |
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| Copyright | 2013 Springer Science+Business Media Springer Science+Business Media B.V. 2012 2015 INIST-CNRS Springer Science+Business Media Dordrecht 2013 |
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| Keywords | Turkey Paternalistic leadership Transformational leadership Transactional leadership Mobbing Authoritarian leadership Leadership style Organizational attitudes Leadership Transformation Attitude Authoritarianism Job Satisfaction Paternalism Style Harassment Subordinate-superior relation |
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| SubjectTerms | Applied psychology Attitudes Authoritarian leadership Authoritarianism Behavior Bullying Business and Management Business Ethics Education Employee supervision Employee turnover Employees Ethics Human aggression Interpersonal relationships. Groups. Leadership Job satisfaction Leadership Management Management styles Organizational behavior Organizational behaviour Perceptions Philosophy Quality of Life Research Questionnaires Sexual harassment Social psychology Sociology Sociology of work Sociology of work and sociology of organizations Studies Turkey Work organization. Working relations Workplace bullying Workplaces |
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| Title | The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes |
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