Abstract
This paper presents the results of research into the influence and predictive effects of organizational culture and leadership (transformational, transactional and ethical leadership) on workplace bullying and mistreatment in organizations in Serbia. The moderating effect of company success on the observed relationships was also examined. The data were obtained through a survey of 536 respondents (employed by organizations in Serbia). Ethical and transformational leadership, as well as organizational culture with pronounced human orientation and in-group collectivism have all been shown to reduce workplace bullying. The strong power of ethical leadership in these processes is particularly emphasized. In contrast, transactional leadership, high power distance, and unrealistic insistence on achieving superior results increase the chances of workplace bullying. In doing so, high performance expectations have a greater effect on work-related bullying, and power distance on person-related bullying. The dimensions related to high performances and rewards have a complex, sometimes contradictory impact on workplace bullying. Organizational culture and leadership have a much stronger impact on workplace bullying in high success companies than in low success companies.
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