ORCID Profile
0000-0002-0969-4091
Current Organisation
University of Leeds
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Publisher: Emerald
Date: 17-05-2022
DOI: 10.1108/INTR-11-2020-0659
Abstract: While the rapid adoption of information communication technologies (ICT) in organizations has been linked with a higher risk of cyberbullying, research on the influence of cyberbullying on interpersonal behaviors in the workplace remains limited. By drawing on the ego-depletion theory and the leader-member exchange (LMX) theory, this research investigates how, why and when workplace cyberbullying may trigger interpersonal aggression through ICT. The authors collected data from 259 employees and 62 supervisors working in large ICT organizations in China through a multi-wave survey. The authors performed multilevel analysis and used hierarchical linear modeling to test the proposed moderated mediation model. The results revealed that workplace cyberbullying has a significant and positive influence on interpersonal aggression in the workplace via ego depletion. The authors found that differentiation in LMX processes at group level moderates the indirect relationship between workplace cyberbullying and interpersonal aggression (via ego depletion). Furthermore, the positive indirect effect of workplace cyberbullying was found to be stronger in the presence of a high LMX differentiation condition in comparison to a low LMX differentiation condition. The data were collected from Chinese ICT organizations, which may limit the generalization of this study’s findings to other cultural and sectoral contexts. This paper provides the first step in understanding how, why and when workplace cyberbullying triggers interpersonal aggression by investigating the role of ego depletion as a mediator and LMX differentiation as a boundary condition. This is the first study to empirically examine the relationships between workplace cyberbullying, ego depletion, LMX differentiation and interpersonal aggression in ICT organizations using multi-level modeling.
Publisher: Wiley
Date: 07-2022
Abstract: Research on the relationship between human resource management (HRM) and organizational outcomes has mainly been studied at the organizational level so far. However, HRM scholars acknowledge that employees are the foundation of organizations, and they play an important role in the effect of HRM on employee and organizational outcomes. While research on HR content focuses on the effects of HR practices, HR process research considers how employee perceptions and attributions of HR influence organizational outcomes. In the special issue of New Frontiers in HR Practices and HR Processes: Evidence from Asia , we focus on emerging research in the Asian region, especially China and Pakistan regarding the role of employees, also known as the micro‐foundations of HR research, in terms of both HR content and HR process. In this Introduction of the special issue, we review the current state‐of‐the‐art studies in both research streams and highlight further research questions. We outline how the papers in this special issue advance our knowledge for the Asian region and we also call for more Asian region HR practice and HR process studies in the future.
Publisher: Wiley
Date: 18-05-2018
DOI: 10.1111/JOOP.12223
Publisher: Springer Science and Business Media LLC
Date: 15-11-2018
Publisher: MDPI AG
Date: 17-11-2021
Abstract: Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290 20 countries) and 2020/2021 (n = 7294 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = −0.132 2020/2021, b = −0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a “too-much-of-a-good-thing” effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Lynda Jiwen Song.