A role that takes its toll? The moderating role of leadership in role stress and exposure to workplace bullying
A role that takes its toll? The moderating role of leadership in role stress and exposure to workplace bullying
StatusPost-Print
Alternative title
Authors
Stapiński, Piotr
Bjørkelo, Brita
D'Cruz, Premilla
Mikkelsen, Eva G.
Gamian-Wilk, Małgorzata
Monograph
Monograph (alternative title)
Date
2023-11-16
Publisher
Journal title
International Journal of Conflict Management
Issue
5
Volume
34
Pages
Pages
1041-1058
ISSN
1044-4068
ISSN of series
Access date
2023-12-29
Abstract PL
Abstract EN
Purpose
The purpose of the article is to provide further evidence for the work environment hypothesis. According to the work environment hypothesis and as documented by empirical evidence, organizational factors play a crucial role in the development of workplace bullying. However, to better understand and prevent bullying at work and establish sustainable, responsible and ethical workplaces, it is crucial to understand which organizational factors are particularly important in the development of bullying and how these factors, independently and combined, act as precursors to bullying over time. One prominent theory that explains how organizational and individual factors interact is the affective events theory (AET).
Design/methodology/approach
In a two-wave, time-lagged study (N = 364), the authors apply AET to test and explain the interplay of organizational factors in the development of bullying at work.
Findings
The results revealed that supportive and fair leadership moderates the relationship between role stress and exposure to workplace bullying.
Practical implications
Knowledge of the buffering role of supportive and fair leadership practices is important when implementing organizational interventions aimed at preventing bullying at work.
Originality/value
Although previous studies have shown the general protecting effects of supportive leadership on exposure to bullying, the current study indicates that high level of supportive and fair leadership practices decreases the level of exposure to bullying, even when role ambiguity and role conflict are relatively high.
Abstract other
Keywords PL
Keywords EN
workplace bullying
role stress
role ambiguity
role conflict
leadership practices
supportive leadership
fair leadership
work environment hypothesis
affective events theory
role stress
role ambiguity
role conflict
leadership practices
supportive leadership
fair leadership
work environment hypothesis
affective events theory
Keywords other
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40Acquisition Date31.08.2025
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