Employee disengagement: the catalytic role of leader-induced defensive cognitions and perceptual politics

IF 2.5 Q3 MANAGEMENT JOURNAL OF MANAGEMENT DEVELOPMENT Pub Date : 2024-09-05 DOI:10.1108/jmd-04-2024-0138
Muhammad Zohaib Tahir, Farooq Mughal, Tahir Mumtaz Awan, Aamer Waheed
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Abstract

Purpose

The study aims to attain insights into the role of destructive leadership and perceived organizational politics as catalysts for employee disengagement through the perspective of social identity theory. The research further considers employees’ defensive cognitions for a comprehensive understanding of these interrelated phenomena in the workplace.

Design/methodology/approach

In order to ascertain the pertinence and contextual relevance of the proposed framework, literary review was complemented by a survey-based study encompassing 114 full-time employees purposively selected from the six systemically important banks of Pakistan.

Findings

The findings accentuate the significance of destructive leadership in inducing withdrawal behaviours among employees directly and indirectly through continuance commitment. The results also underline perceptions of politics as a significant work environment impediment amplifying employees’ propensity to undergo psychological withdrawal.

Originality/value

The study contributes to strategic human resource management literature by offering an identity-based explanation for employees’ disengagement, considering Pakistan’s power-distant and collectivist orientation. The research further introduces an empirical novelty by postulating a total effect moderation model.

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员工离职:领导者诱发的防御性认知和感知政治的催化作用
目的本研究旨在通过社会认同理论的视角,深入了解破坏性领导和组织政治对员工脱离工作所起的催化作用。研究进一步考虑了员工的防御性认知,以全面了解工作场所中这些相互关联的现象。为了确定所提框架的针对性和背景相关性,我们在文献综述的基础上进行了一项基于调查的研究,研究对象包括从巴基斯坦六家具有系统重要性的银行中特意挑选出来的 114 名全职员工。研究结果研究结果强调了破坏性领导在直接或通过持续承诺间接诱发员工离职行为方面的重要性。原创性/价值本研究考虑到巴基斯坦的权力疏离和集体主义倾向,为员工的离职行为提供了一种基于身份的解释,从而为战略人力资源管理文献做出了贡献。该研究还提出了一个总效应调节模型,从而在实证研究方面具有新意。
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来源期刊
CiteScore
7.00
自引率
9.70%
发文量
28
期刊介绍: ■Competence-based management development ■Developing leadership skills ■Developing women for management ■Global management ■The new technology of management development The Journal of Management Development draws together the thinking and research relating to the role played by managers in their immediate environment, and the ways in which they can widen their responsibilities to take on larger roles. Many companies now appreciate that investment in management development helps to reduce costs, increase sales and improve productivity - so it"s well worth investigating.
期刊最新文献
Unleashing potential: how alpha female status shape extra-role performance across life's stages and marital roles Evolving needs of learners and role of artificial intelligence (AI) in training and development (T&D): T&D professionals' perspective Employee disengagement: the catalytic role of leader-induced defensive cognitions and perceptual politics Competencies displayed by multinational corporation senior managers in critical business situations Connection is a power: exploring the dynamic interaction between social and psychological capital in fostering innovative behavior
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