Abstract
This study focuses on leader ostracism, defined as the extent to an employee perceives that he/she is ignored or excluded by the leader, and explores its effect on employee anger and subsequent deviance behavior. Drawing on Social Information Processing Theory (SIP) and the literature of proactive personality, we proposed and found that coworker support and the focal employee's proactive personality jointly moderated leader ostracism's main effect on anger and its indirect effect on interpersonal and organizational deviance. Specifically, coworker support buffered the adverse effects of leader ostracism only when the employee's proactive personality was high. The contributions, limitations, and future directions are discussed.
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