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Performance Pressure as an Antecedent and Authentic Leadership as a Moderator of the Relationship Between Co-worker Undermining and Psychological Capital

As a component of organizational aggression, co-worker undermining erodes the well-being of the victims and the sustainability of the organization. Drawing on conservation of resources theory, this study identified the negative impact of co-worker undermining on the victim’s psychological capital, a...

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Autores principales: Jang, Eunmi, Kim, Hyunkoo
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Frontiers Media S.A. 2021
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8263900/
https://www.ncbi.nlm.nih.gov/pubmed/34248759
http://dx.doi.org/10.3389/fpsyg.2021.665362
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author Jang, Eunmi
Kim, Hyunkoo
author_facet Jang, Eunmi
Kim, Hyunkoo
author_sort Jang, Eunmi
collection PubMed
description As a component of organizational aggression, co-worker undermining erodes the well-being of the victims and the sustainability of the organization. Drawing on conservation of resources theory, this study identified the negative impact of co-worker undermining on the victim’s psychological capital, and empirically examined the influence of performance pressure as an antecedent and of authentic leadership as a moderator to suggest approaches to minimize this negative impact. A total of 485 subordinate employees from 10 organizations in South Korea completed a questionnaire survey. To prevent common method bias, the survey was designed to recruit participants from multiple organizations and was conducted in two waves. First, the results revealed that performance pressure had a positive relationship with the perception of co-worker’s undermining. Second, this perception of co-worker undermining had a negative influence on the victim’s psychological capital. Third, authentic leadership had the moderating effect of decreasing the negative relationship between co-worker undermining and psychological capital. Furthermore, authentic leadership moderated the mediating relationship between the performance pressure and psychological capital through co-worker’s undermining. These findings suggest that the level of performance pressure should be managed in advance so as not to reach excessive levels and the psychological capital of victims should be preserved through authentic leadership to minimize the negative impact of co-worker undermining.
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spelling pubmed-82639002021-07-09 Performance Pressure as an Antecedent and Authentic Leadership as a Moderator of the Relationship Between Co-worker Undermining and Psychological Capital Jang, Eunmi Kim, Hyunkoo Front Psychol Psychology As a component of organizational aggression, co-worker undermining erodes the well-being of the victims and the sustainability of the organization. Drawing on conservation of resources theory, this study identified the negative impact of co-worker undermining on the victim’s psychological capital, and empirically examined the influence of performance pressure as an antecedent and of authentic leadership as a moderator to suggest approaches to minimize this negative impact. A total of 485 subordinate employees from 10 organizations in South Korea completed a questionnaire survey. To prevent common method bias, the survey was designed to recruit participants from multiple organizations and was conducted in two waves. First, the results revealed that performance pressure had a positive relationship with the perception of co-worker’s undermining. Second, this perception of co-worker undermining had a negative influence on the victim’s psychological capital. Third, authentic leadership had the moderating effect of decreasing the negative relationship between co-worker undermining and psychological capital. Furthermore, authentic leadership moderated the mediating relationship between the performance pressure and psychological capital through co-worker’s undermining. These findings suggest that the level of performance pressure should be managed in advance so as not to reach excessive levels and the psychological capital of victims should be preserved through authentic leadership to minimize the negative impact of co-worker undermining. Frontiers Media S.A. 2021-06-24 /pmc/articles/PMC8263900/ /pubmed/34248759 http://dx.doi.org/10.3389/fpsyg.2021.665362 Text en Copyright © 2021 Jang and Kim. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
spellingShingle Psychology
Jang, Eunmi
Kim, Hyunkoo
Performance Pressure as an Antecedent and Authentic Leadership as a Moderator of the Relationship Between Co-worker Undermining and Psychological Capital
title Performance Pressure as an Antecedent and Authentic Leadership as a Moderator of the Relationship Between Co-worker Undermining and Psychological Capital
title_full Performance Pressure as an Antecedent and Authentic Leadership as a Moderator of the Relationship Between Co-worker Undermining and Psychological Capital
title_fullStr Performance Pressure as an Antecedent and Authentic Leadership as a Moderator of the Relationship Between Co-worker Undermining and Psychological Capital
title_full_unstemmed Performance Pressure as an Antecedent and Authentic Leadership as a Moderator of the Relationship Between Co-worker Undermining and Psychological Capital
title_short Performance Pressure as an Antecedent and Authentic Leadership as a Moderator of the Relationship Between Co-worker Undermining and Psychological Capital
title_sort performance pressure as an antecedent and authentic leadership as a moderator of the relationship between co-worker undermining and psychological capital
topic Psychology
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8263900/
https://www.ncbi.nlm.nih.gov/pubmed/34248759
http://dx.doi.org/10.3389/fpsyg.2021.665362
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