Leadership, interpersonal conflict, and counterproductive work behavior: An examination of the stressor-strain process

Stacey Kessler, Kari Bruursema, Burcu Rodopman, Paul E. Spector

Research output: Contribution to journalArticle

14 Citations (Scopus)

Abstract

Researchers have established a link between interpersonal conflicts among employees and counterproductive work behavior (CWB), which consists of acts that harm organizations and people in organizations. Both conflict and CWB can be damaging variables that have far reaching consequences for organizations. In a study of 116 employee-coworker dyads, we tested models linking leadership behaviors (passive/avoidant leadership and transformational leadership), interpersonal conflict (with coworkers and supervisors), and CWB directed toward the organization or other people. We found support for models positing that leadership behaviors and interpersonal conflict lead to negative emotions, which in turn lead to the amount of CWB committed.

Original languageEnglish
Pages (from-to)180-190
Number of pages11
JournalNegotiation and Conflict Management Research
Volume6
Issue number3
DOIs
StatePublished - 1 Aug 2013

Fingerprint

leadership
examination
co-worker
Personnel
Supervisory personnel
employee
dyad
Counterproductive work behavior
Stressors
emotion
organization
Employees
Leadership behavior
Negative emotions
Dyads
Supervisors
Transformational leadership

Keywords

  • Counterproductive work behavior
  • Interpersonal conflict
  • Leadership

Cite this

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Leadership, interpersonal conflict, and counterproductive work behavior : An examination of the stressor-strain process. / Kessler, Stacey; Bruursema, Kari; Rodopman, Burcu; Spector, Paul E.

In: Negotiation and Conflict Management Research, Vol. 6, No. 3, 01.08.2013, p. 180-190.

Research output: Contribution to journalArticle

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