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The purpose of this paper is to describe leaders’ views on how Communicative Leadership influences co-worker health by comparing their opinions with the health-related values within Quality Management.

A multinational manufacturing organization that has been working with Communicative Leadership for several years was investigated. Twenty-one managers trained in Communicative Leadership were interviewed and asked about their views on how their communication influences both the well-being of their co-workers and the working environment. Various communication behaviors and communication methodologies emerged from the interviews and were then analyzed versus the health-related Quality Management dimensions.

The result shows concrete communication behavior and methodologies that influence co-worker well-being and the working environment positively and negatively. Another result is a description of the prerequisites for managers to be able to communicate in a way that influences co-worker well-being and the working environment. The analysis of the communication behaviors and communication methodologies versus the health-related Quality Management values shows that several of the health-related Quality Management dimensions were present.

A limitation of this research is that it is just managers’ view that has been investigated and analyzed.

Managers acting and behaving in accordance with the communicative behaviors and methodologies described in the results can influence co-worker health and the working environment in a positive way. The level of awareness of the prerequisites could help managers to influence co-worker well-being and create a good working environment.

The connection between Communicative Leadership and health-related Quality Management values is rarely made. This research can contribute to greater understanding in both areas.

People spend a lot of time communicating with their co-workers each day; however, research has yet to explore how colleagues influence each other’s health behaviors. The purpose of this paper is to examine the association between health-related communication and health behaviors among co-workers in a workplace wellness program.

Participants (n=169) were recruited from a large south-western university and its local school district through e-mail announcements sent from a wellness administrator. Participants were part of a workplace wellness program that offers several daily group fitness classes, as well as cooking classes, and other educational programs for faculty and staff.

Structural equation modeling was used to examine the association between people’s perceived social influence and social support from co-workers, organizational socialization and their health behaviors. Results indicated that perceived social influence from co-workers had an indirect effect on people’s health behaviors through their perceived social support from their co-workers, as well as through their organizational socialization.

These variables were examined cross-sectionally, meaning that causal relationships and directionality cannot be determined in this study.

Co-worker communication and socialization appear to be important factors in understanding individuals’ health behaviors; thus, organizations that offer workplace wellness programs should provide opportunities for socialization and co-worker communication to facilitate employees’ healthy behaviors.

Although the authors only looked at one wellness program and did not examine these variables in programs of varying sizes and types, this study uniquely incorporates interpersonal and organizational communication perspectives in order to give new insight into co-workers’ health-related communication.

Building on social informational processing theory, the purpose of this paper is to develop and test a theoretical model of moderated mediation in which social loafing tendency serves as an intervening mechanism that explains associations among two dimensions of leader–member relationships (formal and informal relationships, namely, leader–member exchange and leader–member guanxi) and customer service performance.

The authors designed a field study to test the hypotheses presented in this paper. A survey of 304 supervisor–employee pairs and matched customers generally provide support for this model.

The authors found that social loafing tendency played a mediating role between leader–member relationships and customer service performance. Co-worker service-oriented OCB moderated the positive relationship between leader–member guanxi and loafing tendency.

More samples should be collected from both private and state-owned company. Both the informal and formal leader–member relationships should be unanimously included in examining how the leader–member relationships influence focal employee’s attitude and behavior, particularly in societies where the informal relationship plays noticeable role.

Managers should properly deal with formal and informal relationship with subordinates.

The influence of leader–member guanxi on employees and organization is controversial in extant literature. In some sense, this finding contributes to extant literature by further clarifying the influence of guanxi on the focal employee’s performance.

The purpose of this paper is to propose important determinants of knowledge sharing, including co‐worker congruence, received task interdependence, organizational commitment and participative decision‐making. Exchange ideology is considered a moderator in this study.

A two‐step procedure of structural equation modeling is applied for data analysis. The moderating effects are simultaneously examined using data from employees across different industries.

This study suggests the influence of co‐worker congruence on knowledge sharing is stronger for individuals with low exchange ideology than for those with high exchange ideology, while the influence of received task interdependence on knowledge sharing is stronger for individuals with high exchange ideology than for those with low exchange ideology. The influence of participative decision‐making on knowledge sharing is stronger for individuals with high exchange ideology than for those with low exchange ideology.

The limitations may relate to the possibility of a common method bias and causal ordering between knowledge and its determinants.

Management who wish to increase the incentive to share knowledge should first establish a harmonious atmosphere that fosters interpersonal congruence among employees and encourages employees to work closely together. A culture that arouses employees' organizational commitment and encourages employees to participate in decision‐making is most likely to increase willingness to share knowledge. Finally, the implications for moderating effects of exchange ideology are also provided.

This paper clarifies the moderating impacts of exchange ideology and guide management to design a variety of strategies for different staffs and thus obtain successful knowledge sharing in an organization.

The purpose of this paper was to modify an existing survey that measures co-worker perceptions of health-related quality management (QM) values and perceived health and to measure both co-worker and manager perceptions of those values. The purpose was also to test the modified survey and then compare the results from managers and co-workers from two organizations in which the survey has been used to measure baseline data in a lean research project and to help managers understand the areas where improvement is needed.

An earlier survey measuring co-worker perception of the dimensions of the health-related QM values “leadership commitment” and “participation of everybody” has been developed with corresponding statements for managers. The results of the survey were analyzed using SPSS (Statistical Package for the Social Sciences), the Cronbach’s alpha coefficient was calculated for each of the dimensions, and the correlations between the dimensions and the health index were investigated using the Pearson correlation. The mean and standard deviation were also calculated.

The modified survey is presented in the paper, and the results demonstrate that the managers’ perception of the presence of health-related QM values is higher than that of the co-workers. Seeing the leadership from the co-workers’ standpoint compared with the managers’ perspective provides novel insight for both the researcher and the managers.

Leaders in organizations must develop greater efficiency to improve operational performance and develop healthy work environments. Practicing QM can benefit performance and is central for inspiring quality and efficiency within organizations, as well as for enhancing co-worker well-being. Earlier research found relationships between co-workers’ perception of their health and the health-related QM values “leadership commitment” and “participation of everybody.” With the survey presented in this paper, it is possible to measure these health-related QM values and provide a comparison between manager and co-worker perceptions.

The purpose of this paper is to investigate how individuals perceive and react to the involuntary demotion of a co-worker in their organisation.

The authors draw on 46 semi-structured in-depth interviews (23 dyads) with co-workers of demoted individuals.

The findings suggest that an individual’s observation of the demotion of a co-worker has three stages: their perception of fairness, their emotional reaction and their behavioural reaction. The perception of fairness concerned issues of distributive, procedural, interpersonal and informational justice. The emotional responses identified were feelings of disappointment/disillusion, uncertainty, vulnerability and anger. Finally, the behavioural reactions triggered by their emotional responses included expressions of voice, loyalty, exit and adaptation.

Perceptions of (in)justice perpetrated on others stimulate emotional and behavioural responses, which impacts organisational functioning. Managers should therefore pay attention to the way a demotion is perceived, not only by those directly concerned, but also by co-workers as observers.

Research into interpersonal trust within organisational contexts tends to concentrate on managers as a referent, largely ignoring the potential social benefits of trust amongst co‐workers. Hence, the aim of this study is to investigate the influence of co‐worker trust on selected organisational perceptions and attitudes. Results provided empirical support for the fundamental role of co‐worker trust. Co‐worker trust was found to be a significant predictor of perceived organisational support, lowered turnover intention, and greater affective commitment. In view of these results, it is suggested that there may be opportunities for organisations to improve individual and organisational effectiveness by engendering trust throughout peer levels.

Although employee relations are recognised as important mechanisms for initiating organisational competitiveness and output, existing research has focused primarily on how these relations embed employees’ job and performance, rather than on the declining outcomes from such relations. This paper aims to integrate research on co-worker relations at workplace and cynicism with social exchange as a theoretical grounding to propose a process model that focuses on how employees’ positive relationship at workplace impacts negatively on their cynical behaviours in organisation leading to their intention to stay rather than their intention to leave.

This study offers a conceptual analysis and a review of the literature to explain employees’ behavioural intentions which may lead to their psychological threat or psychological safety in work organisations.

This work positions cynicism as psychological threat that moderates and predicts the likelihood that negative relations at workplace will actively engage employees’ intention to leave the organisation. Similarly, the model positions job satisfaction and commitment as psychological safety that predicts the likelihood that positive relations at workplace will engage employees’ intention to stay. The outcome of this study is the creation of a model which provides a comprehensive methodological framework for conducting behavioural research.

This is a conceptual paper.

This study has major implications for managing and communicating with workers, as well as organisational socialisations and practices related to co-worker relations for effective human resource management practices from both managerial and practitioner perspective.

This work has been able to create a theoretical framework that provides an understanding for management to learn from its end-state competencies and contributions. By this, the model created would enable research to examine the empirical relationship between co-worker relations, cynicism and intention to leave. Thus, the contribution of this paper identifies the roles that management and organisational leadership can play in the practice of employee behavioural intentions.

While the sizable body of research focusses on various psychological effects of enterprise social media (ESM), research connecting the link between ESM and cyberslacking is still very sparse. Drawing inspiration from the social bonding theory, the authors have proposed a moderated mediation model to explain how ESM affordances reduce cyberslacking, mediated significantly by workplace social bonding when the perceived co-worker involvement is high.

Utilising a sample of 384 respondents, the study tested the model fit and hypothesised relationships with AMOS and PROCESS MACRO.

The findings show that workplace social bonding mediates the relationship between ESM affordances and cyberslacking. The results are also consistent with the moderated mediation model as the mediation is significant when the perceived co-worker involvement is high, and the mediation is insignificant when the moderator is low/moderate.

Considering the potential behavioural dynamics of ESM artefacts, the authors have introduced self-expression (via microblogging), recognition (from paralinguistic digital affordances) and network externality as ESM affordances. Alongside the existing measures to reduce employee deviance, the proposed model with the above-mentioned affordances can be investigated in detail by the future research community.

In light of the findings, the study demonstrates that ESM can be treated as a mechanism to keep cyberslacking at bay. The results offer significant implications for managers, who lookout for innovative and soft strategies to reduce cyberslacking in the workplace.

Instead of implementing strict policies to kerb cyberslacking, this study proposes an alternative and an interesting model by introducing ESM as a strategic tool in reducing cyberslacking. The paper argues that ESM, being a potential tool for employee engagement and bonding, may offset the employees' tendency to involve in cyberslacking.

Counterproductive work behavior (CWB) imposes significant costs on organizations, thus antecedents of CWB are of particular interest to both practitioners and academics. The authors examine how one’s own narcissism interacts with co-worker narcissism to influence willingness to engage in retaliatory CWB against a co-worker.

The data for this study were obtained from Amazon Mechanical Turk participants and Master of Business Administration students, representing a cross-section of employee representatives.

The authors find that employees expect narcissistic co-workers to engage in continuing future CWB and this, in turn, increases employees' willingness to engage in retaliatory CWB. That is, non-narcissistic employees are provoked to engage in organizationally-destructive behaviors by peers perceived as narcissists. This affect is attenuated by the employee’s own narcissism. Relative to non-narcissists, narcissistic employees find a narcissistic co-worker more likeable, which reduces their willingness to engage in retaliatory CWB against the co-worker.

For corporations and HR managers, this study demonstrates the caution necessary when considering hiring and operational practices. Specifically, non-narcissists demonstrate increased willingness to engage in organizationally-destructive behaviors after interpersonal conflict with a narcissistic co-worker.

The authors extend prior research about interpersonal drivers of CWB, which primarily considered superior-subordinate dyad, by examining the joint effects of individual and co-worker narcissism in peer-to-peer relationships.