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dc.contributor.authorThompson, Geir
dc.contributor.authorBuch, Robert
dc.contributor.authorGlasø, Lars
dc.date.accessioned2019-01-09T11:09:15Z
dc.date.available2019-01-09T11:09:15Z
dc.date.created2018-06-20T17:30:17Z
dc.date.issued2018
dc.identifier.citationJournal of General Management. 2018, 44 (1), 17-26.nb_NO
dc.identifier.issn0306-3070
dc.identifier.urihttp://hdl.handle.net/11250/2579901
dc.description.abstractThe present study focus on the quality of the leader-member exchange relationship as a potential antecedent of workplace incivility. Furthermore, affective and behavioral responses of those exposed to incivility by their superiors are examined. The sample is drawn from full-time employees in various industries located in eastern Norway where both leaders and their direct reports contributed with data. The results show that out-group members are at increased risk of workplace supervisory incivility. Furthermore, in accordance with Andersson and Pearson's (1999) framework, those who are exposed to incivility, will respond with negative emotional affect, which may progress to overwhelm the individual involved and manifest in social loafing. Finally, our results also show a direct association between incivility and both outcome variables. In line with social exchange theory, which conceptualizes the exchanges as a relatively rational calculative process, followers choose to reciprocate by limiting their personal effort and contribution to the organization. Taken together, unveiling two separate processes of supervisor incivility may imply that the relationships between the cognitive, emotional and behavioral aspects of incivility are more complex than previously assumed.nb_NO
dc.language.isoengnb_NO
dc.publisherSagenb_NO
dc.subjectLMXnb_NO
dc.titleLow-quality LMX Relationships, Leader Incivility, and Follower Responsesnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.description.versionpublishedVersionnb_NO
dc.rights.holderAuthors “may post the accepted version of the article on their own personal website, their department’s website or the repository of their institution without any restrictions."nb_NO
dc.source.pagenumber17-26nb_NO
dc.source.volume44nb_NO
dc.source.journalJournal of General Managementnb_NO
dc.source.issue1nb_NO
dc.identifier.doi10.1177/0306307018788808
dc.identifier.cristin1592744
cristin.unitcode158,4,0,0
cristin.unitnameInstitutt for ledelse og organisasjon
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.fulltextpostprint
cristin.qualitycode1


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