- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
While workplace bullying is recognised as a serious issue for management concern around the world, the literature on approaches to prevent and manage it in international settings is sparse. This paper advances knowledge on managing workplace bullying by reporting an investigation of how and why ethical leadership may be an effective management style to address this issue across cultures. It draws on Social Learning and Social Exchange Theories to conceptualise interactional justice as a possible mediating mechanism by which workplace bullying can be reduced in the presence of ethical leadership. The researcher surveyed 636 employees working in an equivalent job context in Australia (N ¼ 306) and Pakistan (N ¼ 330) to determine the cross-cultural effectiveness of ethical leadership-based framing. Through the examination of direct and indirect effects (via interactional justice) of ethical leadership on workplace bullying, the findings indicated that employee exposure to such behaviour is significantly reduced because ethical leaders foster justice at work. This study has implications for improving international management practice in regard to workplace bullying.
3. Practice implications
The significance of the findings of an ethical leadership-driven model in lessening employee exposure to bullying from Australia and Pakistan clearly depicts its potential for the management of bullying in workplaces around the world. Although many Western countries (e.g., Australia and Sweden) are tackling workplace bullying with legislative means, the effectiveness of such means in lessening the occurrence of bullying within workplaces is questioned (see also Hanley & O'Rourke, 2016; Hoel & Einarsen, 2010). For example, Hanley and O'Rourke (2016, p. 362) reported: [T]he [legal] remedies offered to victims are problematic. They may not bestow the justice sought by sufferers of workplace bullying as unfortunately the FWC [Fair Work Commission] cannot award damages, impose a fine or order reinstatement where an employee has been dismissed. The law only allows the FWC to make any order it considers appropriate to prevent the worker from being bullied. The range of orders include that: individuals or groups stop certain behaviour; regular monitoring of behaviour by the employer be conducted; that an individual or group comply with an employer's anti-bullying policy.