The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes

Aysegul Ertureten, Zeynep Cemalcilar () and Zeynep Aycan

Journal of Business Ethics, 2013, vol. 116, issue 1, 205-216

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

Keywords: Authoritarian leadership; Leadership style; Mobbing; Organizational attitudes; Paternalistic leadership; Transactional leadership; Transformational leadership; Turkey (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (7)

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Persistent link: https://EconPapers.repec.org/RePEc:kap:jbuset:v:116:y:2013:i:1:p:205-216

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DOI: 10.1007/s10551-012-1468-2

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