RT Article
T1 The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes
JF Journal of business ethics
VO 116
IS 1
SP 205
OP 216
A1 Ertureten, Aysegul
A1 Cemalcilar, Zeynep
A1 Aycan, Zeynep
LA English
PB Springer Science + Business Media B. V
YR 2013
UL https://www.ixtheo.de/Record/1785648403
AB 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.
K1 Turkey
K1 Transformational Leadership
K1 Transactional leadership
K1 Paternalistic leadership
K1 Organizational attitudes
K1 Mobbing
K1 Leadership Style
K1 Authoritarian leadership
DO 10.1007/s10551-012-1468-2