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Leader-Member-Exchange and the Workplace Bully View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by K-State Research Exchange LEADER-MEMBER-EXCHANGE AND THE WORKPLACE BULLY by PAMELA J. FOSTER B. S., University of Nebraska Kearney, 1975 B. S., University of Nebraska Medical Center, 1995 M.B.A., Kansas State University, 2000 AN ABSTRACT OF A DISSERTATION Submitted in partial fulfillment of the requirements for the degree DOCTOR OF PHILOSOPHY Department of Psychology College of Arts and Sciences KANSAS STATE UNIVERSITY Manhattan, Kansas 2012 Abstract This dissertation investigated the relationship between a low-quality leader-member exchange (LMX) relationship and whether participants felt they were bullied at work. The study looked at retaliatory behavior as an outcome of experiencing bullying behavior. The study investigated whether ostracism would mediate the effect between LMX and workplace bullying and whether social support would moderate the relationship between workplace bullying and retaliatory behavior. The sample was comprised of 209 participants who were either employed by Kansas State University or were taking classes as non-traditional students at Kansas State University. The study sample was demographically 49.76% female and 50.24% male. The survey was administered using K-State‘s on-line AXIO survey system, which ensured confidentiality and accurate data entry. The study found that a low-quality LMX relationship predicted workplace bullying and workplace bullying behavior predicted retaliatory behavior. Ostracism did not mediate the relationship between a low-quality LMX relationship and workplace bullying behavior, but social support did have moderating effects between workplace bullying behavior and retaliatory behavior. The moderated effects of social support showed a buffering effect for men with coworker support and an increase in retaliatory behavior for women for all forms of social support. The results are discussed in the context of understanding how organizational leadership can reduce the negative effects of workplace bullying behavior. LEADER-MEMBER-EXCHANGE AND THE WORKPLACE BULLY by PAMELA J. FOSTER B.S., University of Nebraska Kearney, 1975 B.S., University of Nebraska Medical Center, 1995 M.B.A., Kansas State University, 2000 A DISSERTATION submitted in partial fulfillment of the requirements for the degree DOCTOR OF PHILOSOPHY Department of Psychology College of Arts and Sciences KANSAS STATE UNIVERSITY Manhattan, Kansas 2012 Approved by: Major Professor Dr. Clive Fullagar Copyright PAMELA J. FOSTER 2012 Abstract This dissertation investigated the relationship between a low-quality leader-member exchange (LMX) relationship and whether participants felt they were bullied at work. The study looked at retaliatory behavior as an outcome of experiencing bullying behavior. The study investigated whether ostracism would mediate the effect between LMX and workplace bullying and whether social support would moderate the relationship between workplace bullying and retaliatory behavior. The sample was comprised of 209 participants who were either employed by Kansas State University or were taking classes as non-traditional students at Kansas State University. The study sample was demographically 49.76% female and 50.24% male. The survey was administered using K-State‘s on-line AXIO survey system, which ensured confidentiality and accurate data entry. The study found that a low-quality LMX relationship predicted workplace bullying and workplace bullying behavior predicted retaliatory behavior. Ostracism did not mediate the relationship between a low-quality LMX relationship and workplace bullying behavior, but social support did have moderating effects between workplace bullying behavior and retaliatory behavior. The moderated effects of social support showed a buffering effect for men with coworker support and an increase in retaliatory behavior for women for all forms of social support. The results are discussed in the context of understanding how organizational leadership can reduce the negative effects of workplace bullying behavior. Table of Contents List of Figures ................................................................................................................................ ix List of Tables .................................................................................................................................. x Acknowledgements ........................................................................................................................ xi Dedication .................................................................................................................................... xiii Chapter 1 - Overview of Workplace Bullying ................................................................................ 1 Workplace Bullying .................................................................................................................... 7 Study Definition of Workplace Bullying .............................................................................. 12 Aggressors and Targets of Workplace Bullying ................................................................... 14 Leadership Literature Review and the Proposed Research Model ....................................... 16 Contribution to the Literature ............................................................................................... 20 Chapter 2 - Leadership Literature Review and the Proposed Research Model ............................ 22 Theoretical Grounding of the LMX Theory ............................................................................. 22 Social Exchange Theory ....................................................................................................... 22 Social Identity Theory ........................................................................................................... 24 Assertions of LMX Theory ................................................................................................... 25 Trust ...................................................................................................................................... 27 High-quality LMX Relationships and Transformational Leadership ....................................... 29 Transformational Leadership ................................................................................................ 30 Low-quality LMX Relationships and Laissez-fair Leadership ................................................. 30 Laissez-faire Leadership ....................................................................................................... 32 Consequences of Workplace Bullying .................................................................................. 37 Overview of Social Support ...................................................................................................... 39 Hypothesized model .............................................................................................................. 43 Chapter 3 - Method ....................................................................................................................... 46 Participants ............................................................................................................................ 46 Measures ............................................................................................................................... 47 Leader Member Exchange Relationship ........................................................................... 48 Ostracism .......................................................................................................................... 49 vi Workplace Bullying .......................................................................................................... 49 Social Support ................................................................................................................... 50 Retaliation ......................................................................................................................... 51 Control Variables .............................................................................................................. 52 Demographic Variables .................................................................................................... 52 Procedure .............................................................................................................................. 53 Analysis ................................................................................................................................. 54 Mediation Regression Analysis ........................................................................................ 54 Moderation Regression Analysis ...................................................................................... 56 Chapter 4 - Results ........................................................................................................................ 59 Data Screening ...................................................................................................................... 59 Main Effect Hypotheses ........................................................................................................ 64 Mediation Hypotheses .......................................................................................................... 65 Model 1: Coworker bullying behavior ............................................................................
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