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The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes

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  • Aysegul Ertureten
  • Zeynep Cemalcilar
  • Zeynep Aycan

Abstract

The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees’ organizational attitudes, the same analyses suggested that higher perceptions of downward mobbing was significantly associated with lower job satisfaction, lower affective commitment, higher continuous commitment, and higher turnover intention. Copyright Springer Science+Business Media B.V. 2013

Suggested Citation

  • Aysegul Ertureten & Zeynep Cemalcilar & Zeynep Aycan, 2013. "The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes," Journal of Business Ethics, Springer, vol. 116(1), pages 205-216, August.
    • Handle: RePEc:kap:jbuset:v:116:y:2013:i:1:p:205-216
    DOI: 10.1007/s10551-012-1468-2
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    References listed on IDEAS

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    1. Jiing-Lih Farh & Bor-Shiuan Cheng, 2000. "A Cultural Analysis of Paternalistic Leadership in Chinese Organizations," Palgrave Macmillan Books, in: J. T. Li & Anne S. Tsui & Elizabeth Weldon (ed.), Management and Organizations in the Chinese Context, chapter 4, pages 84-127, Palgrave Macmillan.
    2. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
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    Cited by:

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    2. Martín Acosta-Fernández & Teresa M. & Torres-López & María de los à . Aguilera-Velasco & Pozos-Radillo Blanca E. & Parra-Osorio Liliana, 2015. "Self-Perception, Leadership, Conflict Handling and Bullying at Work," International Journal of Management Sciences, Research Academy of Social Sciences, vol. 5(7), pages 498-512.
    3. Guohong Helen Han & P. D. Harms & Yuntao Bai, 2017. "Nightmare Bosses: The Impact of Abusive Supervision on Employees’ Sleep, Emotions, and Creativity," Journal of Business Ethics, Springer, vol. 145(1), pages 21-31, September.
    4. Öge, Ercan & Çetin, Mehmet & Top, Seyfi, 2018. "The effects of paternalistic leadership on workplace loneliness, work family conflict and work engagement among air traffic controllers in Turkey," Journal of Air Transport Management, Elsevier, vol. 66(C), pages 25-35.
    5. 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.
    6. Chu-Mei Liu & Chou-Kang Chiu, 2020. "Modeling turnover intention and job performance: the moderation of perceived benevolent climate," Review of Managerial Science, Springer, vol. 14(3), pages 611-631, June.
    7. Elena Baixauli & Ángela Beleña & Amelia Díaz, 2020. "Evaluation of the Effects of a Bullying at Work Intervention for Middle Managers," IJERPH, MDPI, vol. 17(20), pages 1-16, October.

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