Abstract
Schein (1985) and others has long maintained that behavior in organizations results in part from the modeling of the leadership within the organization. No where is this more true than when we study the effects of leader behavior on sexual harassment? We examined the moderating effects of leader support and the social exchange relationship between a leader and a subordinate on perceived sexual harassment experiences. We found direct effects for both harassment behavior and leader behavior on individual level outcomes but failed to confirm our moderator hypotheses. However, we are able to argue that leader behavior acts as a suppressor effect on perceived sexually harassing experiences. Additionally, we show partial support for a mediated model on group effectiveness. Implications for further research are discussed.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
