Coping with Workplace Incivility in Hospital Teams: How Does Team Mindfulness Influence Prevention- and Promotion-Focused Emotional Coping?

Samuel Farley (), David Wei Wu, Lynda Jiwen Song, Rebecca Pieniazek and Kerrie Unsworth
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Samuel Farley: Sheffield University Management School, University of Sheffield, Sheffield S10 1FL, UK
David Wei Wu: Business School, Renmin University of China, Beijing 100872, China
Lynda Jiwen Song: Leeds University Business School, University of Leeds, Leeds LS2 9JT, UK
Rebecca Pieniazek: Leeds University Business School, University of Leeds, Leeds LS2 9JT, UK
Kerrie Unsworth: Leeds University Business School, University of Leeds, Leeds LS2 9JT, UK

IJERPH, 2022, vol. 19, issue 23, 1-11

Abstract: Incivility is a growing concern for researchers and practitioners alike, yet we know little about how the team context is related to the way that employees respond to it. In this study, we examined the role of team mindfulness and its direct and buffering effects on individual-level promotion- and prevention-focused emotional coping. We also examined how these forms of coping were related to individual work engagement. In a temporally lagged study of 73 hospital teams (involving 440 team members), multi-level analyses showed that team mindfulness was directly negatively associated with individual-level prevention-focused emotional coping (behavioral disengagement, denial, and venting); however, it was not positively related to individual-level promotion-focused forms of coping (positive reframing and acceptance). In addition, a cross-level interaction effect was identified whereby team mindfulness reduced the positive relationship between incivility and venting, meaning there was less individual-level venting following incivility in the context of higher team mindfulness. These findings may have implications for work engagement, which was shown to be negatively related to venting and behavioral disengagement. Our findings are useful for managers of teams that regularly experience customer incivility as it uncovers how they can develop a team context that discourages ineffective coping responses.

Keywords: incivility; team mindfulness; coping (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2022
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