Perceived managerial intimidation: harmful implications and potential buffers

Abstract

PurposeDoes perceived managerial intimidation result in harmful emotional and behavioral implications that impair employees' performance? If so, are there buffers against these implications? To answer these questions, the current study relies on the social exchange theory and presents a moderated mediation model in which (1) perceived managerial intimidation evokes hostility that results in both organizational counterproductive work behavior (O-CWB) and interpersonal counterproductive work behavior (I-CWB) and (2) negative affectivity, political skill, tenure with the manager and sectorial affiliation moderate these relationships.Design/methodology/approachThe moderated mediation model was tested using a sample of 367 subordinates. The data were collected in three waves.FindingsPerceived managerial intimidation was positively related to hostility and both forms of CWB. Moreover, hostility mediated the relationships between perceived managerial intimidation and these two outcomes and sectorial affiliation moderated these mediations.Practical implicationsPublic organizations should implement training programs to develop the awareness of the organizations' managers about the harmful implications of perceived managerial intimidation and teach the managers acceptable methods for improving employees' performance.Originality/valueThis study investigates whether perceived managerial intimidation results in CWB. The study's findings demonstrate positive relationships between these variables, shedding light on the emotional mediating mechanism that links the variables. Moreover, the study validates sectorial affiliation as a buffer against the negative emotional and behavioral implications of perceived managerial intimidation, providing ideas for practical implications.