Leadership and Workplace Aggression: A Meta-analysis.
Saved in:
| Title: | Leadership and Workplace Aggression: A Meta-analysis. |
|---|---|
| Authors: | Cao, Wenrui1 (AUTHOR) w.cao@uu.nl, Li, Peikai2 (AUTHOR), C. van der Wal, Reine1 (AUTHOR), W. Taris, Toon1 (AUTHOR) |
| Source: | Journal of Business Ethics. Aug2023, Vol. 186 Issue 2, p347-367. 21p. 1 Diagram, 8 Charts. |
| Subject Terms: | *Bullying, *Aggression (Psychology), Leadership, Work environment, Organizational behavior, Meta-analysis |
| Abstract: | Workplace aggression (bullying, incivility, and similar forms of interpersonal mistreatment) has been established as a prevalent and detrimental issue in organizations. While numerous studies have documented the important role of leaders in inhibiting or accelerating workplace aggression, a systematic overview of the associations between different leadership styles and workplace aggression as well as its boundary conditions is still lacking. This study reports a meta-analysis investigating the associations between leadership and workplace aggression. Drawing on data from 165 samples (N = 115,190), our results revealed that change-oriented, relational-oriented, and values-based and moral leadership (but not task-oriented leadership) were associated with reduced workplace aggression. In contrast, passive and destructive leadership (i.e., abusive, narcissistic, uncivil, and authoritarian) were associated with increased workplace aggression. Importantly, relative weights analyses revealed that ethical leadership was most strongly negatively associated with workplace aggression. Additionally, moderation analyses revealed that the associations between leadership and workplace aggression were, in some cases, moderated by power distance (for transactional leadership) and rating sources (for transformational and abusive supervision), but independent of measurement time lag. Overall, the findings of this meta-analysis highlight the important associations between leadership and workplace aggression. Implications for future research and policy recommendations aiming to reduce workplace aggression are discussed. [ABSTRACT FROM AUTHOR] |
| Copyright of Journal of Business Ethics is the property of Springer Nature and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) | |
| Database: | Education Research Complete |
|
Full text is not displayed to guests.
Login for full access.
|
|
| Abstract: | Workplace aggression (bullying, incivility, and similar forms of interpersonal mistreatment) has been established as a prevalent and detrimental issue in organizations. While numerous studies have documented the important role of leaders in inhibiting or accelerating workplace aggression, a systematic overview of the associations between different leadership styles and workplace aggression as well as its boundary conditions is still lacking. This study reports a meta-analysis investigating the associations between leadership and workplace aggression. Drawing on data from 165 samples (N = 115,190), our results revealed that change-oriented, relational-oriented, and values-based and moral leadership (but not task-oriented leadership) were associated with reduced workplace aggression. In contrast, passive and destructive leadership (i.e., abusive, narcissistic, uncivil, and authoritarian) were associated with increased workplace aggression. Importantly, relative weights analyses revealed that ethical leadership was most strongly negatively associated with workplace aggression. Additionally, moderation analyses revealed that the associations between leadership and workplace aggression were, in some cases, moderated by power distance (for transactional leadership) and rating sources (for transformational and abusive supervision), but independent of measurement time lag. Overall, the findings of this meta-analysis highlight the important associations between leadership and workplace aggression. Implications for future research and policy recommendations aiming to reduce workplace aggression are discussed. [ABSTRACT FROM AUTHOR] |
|---|---|
| ISSN: | 01674544 |
| DOI: | 10.1007/s10551-022-05184-0 |
