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Workplace harassment: Deterring role of transformational leadership and core job characteristics

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  • Astrauskaite, Milda
  • Notelaers, Guy
  • Medisauskaite, Asta
  • Kern, Roy M.

Abstract

Theoretical arguments suggest that transformational leaders deter work harassment by facilitating a moral and ethical environment, by effectively managing stress and employee conflicts, by addressing self-worth of the followers, and by facilitating the core job characteristics of autonomy, feedback, and task identity. In the present study we investigated the potential effect of transformational leadership and the core job characteristics as deterrents of workplace harassment. The findings in a sample of 320 employees demonstrated that the probability to report elevated levels of work harassment was negatively related to transformational leadership. In addition, the relationship between transformational leadership and workplace harassment decreased when three job characteristics were included in the analysis. The mediation analysis in process (Hayes, 2012) indicated that only autonomy partially explained the indirect relationship between transformational leadership and harassment. The present study demonstrated that a transformational leader facilitates autonomy and provides employees with the resources of independence and power. This deters work harassment, because the target does not appear in an inferior position in comparison with the instigator.

Suggested Citation

  • Astrauskaite, Milda & Notelaers, Guy & Medisauskaite, Asta & Kern, Roy M., 2015. "Workplace harassment: Deterring role of transformational leadership and core job characteristics," Scandinavian Journal of Management, Elsevier, vol. 31(1), pages 121-135.
    • Handle: RePEc:eee:scaman:v:31:y:2015:i:1:p:121-135
    DOI: 10.1016/j.scaman.2014.06.001
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    References listed on IDEAS

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    1. Carolin Abrell & Jens Rowold & Juergen Weibler & Martina Moenninghoff, 2011. "Evaluation of a Long-term Transformational Leadership Development Program," Zeitschrift fuer Personalforschung. German Journal of Research in Human Resource Management, Rainer Hampp Verlag, vol. 25(3), pages 205-224.
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    Cited by:

    1. Oldham, Greg R. & Fried, Yitzhak, 2016. "Job design research and theory: Past, present and future," Organizational Behavior and Human Decision Processes, Elsevier, vol. 136(C), pages 20-35.
    2. Sleimi Mohammad & Elayan Malek Bakheet & Hajleh Lamar Abu, 2022. "Core Job Characteristics and Personal Work Outcomes: The Mediating Role of Critical Psychological States: Empirical Evidence from Northern Cyprus Hotel Sector," Organizacija, Sciendo, vol. 55(3), pages 228-240, August.
    3. Ahmed Mohammed Sayed Mostafa & Sam Farley & Monica Zaharie, 2021. "Examining the Boundaries of Ethical Leadership: The Harmful Effect of Co-worker Social Undermining on Disengagement and Employee Attitudes," Journal of Business Ethics, Springer, vol. 174(2), pages 355-368, November.
    4. Wenrui Cao & Peikai Li & Reine van der Wal & Toon Taris, 2023. "Leadership and Workplace Aggression: A Meta-analysis," Journal of Business Ethics, Springer, vol. 186(2), pages 347-367, August.

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