Effects of Anger and Moral Identity on the Relationship between Supervisors' Incivility and Deviant Behavior: A Study of Public Service Officers in Republic of Korea.

Yong Hyun Kim,Seung-Wan Kang,Seung Yeon Son

doi:10.3390/ijerph182010585

Abstract

This study investigated the effects of supervisors’ incivility regarding employees’ deviant behavior, the mediating effect of anger, and the moderating role of moral identity in the relationship between incivility and deviant behavior. To test our hypotheses, we collected data from supervisor–employee dyads in South Korean military units, applying a time-lagged design, hierarchical regression, and SPSS macro. The results elicited three relevant findings. First, supervisors’ incivility was found to positively influence employees’ deviant behavior. Second, employees’ anger was confirmed to have a mediating effect between supervisors’ incivility and employees’ deviant behavior. Third, the analysis demonstrated that moral identity moderates the relationship between anger and deviant behavior, and incivility through anger has an indirect effect on deviant behavior. These findings imply that supervisors’ incivility, which is readily observed within the organization, is a harmful behavior that increases anger and deviant behavior. These findings suggest that negative leadership should be minimized and employees with high moral identity should be selected to reduce deviant behavior that harms the organization.

Highlights

These findings suggest that negative leadership should be minimized and employees with high moral identity should be selected to reduce deviant behavior that harms the organization
In Hypothesis 3, we proposed that moral identity moderates the relationship between anger and deviant behavior
We examined the relationship between supervisors’ incivility and employees’ deviant behavior and found positive effects of incivility on deviance: when a supervisor showed incivility, the employee performed more behaviors that were harmful to the organization

Summary

Introduction

Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. Respecting and acknowledging others presupposes congenial interaction. This is applied to both peer relationships and in the supervisory management of employees. Researchers have mainly focused on effective and positive supervisory behavior; in actual organizations, many employees seem to be treated negatively and disrespectfully by their supervisors. Incivility by supervisors frequently occurs in organizations. Supervisors’ incivility refers to a negative or deviant behavior of weak intensity that harms his/her subordinates [1]. Jokes and sarcasm with ambiguous intentions that cause discomfort and anger for employees constitute supervisory incivility

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Conclusion