Interpersonal Conflict and Employee Behavior in the Public Sector: Investigating the Role of Workplace Ostracism and Supervisors' Active Empathic Listening.

Abstract

In today's dynamic organizational environments, interpersonal conflict and social exclusion can significantly impact employee behavior and organizational effectiveness. This study explores the complex interplay between interpersonal conflict, workplace ostracism, and interpersonal deviance in Jordan's public sector, emphasizing the moderating role of supervisors' active empathic listening. Using the stressor-emotion model, conservation of resources (COR) theory, and conflict expression (CE) framework, this study examined these relationships through a two-wave survey design. Data were collected from 501 public sector employees using validated scales, and an analysis was conducted using SPSS and AMOS, with structural equation modeling employed for hypothesis testing. The findings reveal that interpersonal conflict strongly predicts workplace ostracism and interpersonal deviance. Workplace ostracism mediates the relationship between conflict and deviance, while supervisors' active empathic listening moderates these effects, reducing the likelihood of deviant behaviors. These results underscore the importance of fostering empathetic leadership and inclusive workplace environments to mitigate conflict's negative impact. This research contributes to understanding workplace dynamics by highlighting the critical role of supervisors in moderating conflict and ostracism. The findings have practical implications for public sector organizations. Beyond training programs, supervisors can implement active empathic listening in practical settings by regularly holding one-on-one meetings in which they actively listen to employee concerns, using verbal and non-verbal cues to show engagement, asking open-ended questions to encourage deeper discussion, reflecting employee emotions to validate their feelings, and following up on issues raised to demonstrate concrete action based on what they have heard; this creates a culture of open communication in which employees feel heard and valued, leading to increased employee engagement and improved problem-solving abilities.