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dc.contributor.authorÅgotnes, Kari Wik
dc.contributor.authorSkogstad, Anders
dc.contributor.authorHetland, Jørn
dc.contributor.authorOlsen, Olav Kjellevold
dc.contributor.authorEspevik, Roar
dc.contributor.authorBakker, Arnold B.
dc.contributor.authorEinarsen, Ståle
dc.date.accessioned2021-09-28T13:01:32Z
dc.date.available2021-09-28T13:01:32Z
dc.date.created2020-09-29T15:15:18Z
dc.date.issued2020
dc.identifier.citationEuropean Management Journal, 2021, Volume 39, Issue 4, August, Pages 423-433en_US
dc.identifier.issn0263-2373
dc.identifier.urihttps://hdl.handle.net/11250/2784141
dc.description.abstractThe 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.en_US
dc.language.isoengen_US
dc.publisherElsevieren_US
dc.relation.urihttps://www.sciencedirect.com/science/article/pii/S0263237320301377
dc.rightsNavngivelse 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/deed.no*
dc.titleDaily work pressure and exposure to bullying-related negative acts: The role of daily transformational and laissez-faire leadershipen_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.description.versionpublishedVersionen_US
dc.source.pagenumber423-433en_US
dc.source.volume39en_US
dc.source.journalEuropean Management Journalen_US
dc.source.issue4en_US
dc.identifier.doi10.1016/j.emj.2020.09.011
dc.identifier.cristin1835038
dc.relation.projectNorges forskningsråd: 250127en_US
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode1


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