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The current study highlights the dark side of a perfectionist leader hindering in business processes and also investigates its impact on procrastination through workplace incivility, psychological distress, and psychological detachment by using the tenet of conservation of resource theory. Positivism research philosophy was adopted, followed by a deductive approach.

The survey technique was used to collect the quantitative data from the employees working in public sector organizations. 364 samples were collected and analyzed using SEM-Mplus techniques, where structured and measurement models were produced and interpreted accordingly.

The results suggested that perfectionist leaders become a source for their followers to involve in procrastination because of depletion of ego and psychological resources. The results supported the chain of mediation and both paths of perfectionist leaders, workplace incivility, psychological detachment, and procrastination and perfectionist leaders, workplace incivility, psychological distress, and procrastination.

The results and dynamics of the current study provided some meaningful managerial and theoretical implications and future research directions for the researchers. The study contributes significantly to the body of literature since it captures and analyzes the overlooked elements in the context of perfectionist leaders.

Given the harmful effects of workplace incivility and the calls for revealing the antecedents of instigated incivility, this study examines how employee-instigated incivility unfolds as a result of negative mood contagion from leaders to employees.

Drawing upon affective events theory, the authors hypothesized that leader negative mood is contagious and has an indirect relationship with employee-instigated incivility through employee negative mood. For hypothesis testing, data were collected from 243 leader-employee dyads and tested using bootstrapped mediation analysis.

As hypothesized, leader negative mood was associated with employee-instigated incivility indirectly through employee negative mood. This finding supports that negative mood of the leader is contagious and might unintendedly trigger employee-instigated incivility toward other at work.

Given the cross-sectional design of this study, causal inferences could not be drawn. The direction of relationships between the variables is based on the theoretical assumptions, rather than a test of the causal ordering of the variables.

This study advances the limited literature on the antecedents of employee-instigated incivility by demonstrating the impact of negative mood experienced by leaders on uncivil behaviors of employees.

The purpose of this paper is to examine how a supervisor’s incivility in teams impact team’s creative performance through the mediating factor of knowledge sharing intention among team members. Moreover, the moderating role of collaborative climate was investigated as protector against leaders’ incivility.

The proposed multi-level model was tested by surveying 312 health care providers nested within 42 work units at eight large hospitals in Iran. Multi-level regression analysis was used to analyze the data.

The findings revealed that those team members experiencing incivility from their supervisors are more likely to show reluctance to share knowledge with team members and as a consequence this response further decreases team’s creative performance. However, the climate of collaboration inside hospitals can buffer the negative impact of incivility on their readiness to share knowledge.

In team-based organizations, a supervisor’s incivility can stifle the creative performance of his/her team through blocking the knowledge sharing of members. First, human resource department should have some plans to curtail incivility of supervisors. Second, establishing a climate of collaboration and trust among team members can mitigate the insidious effects of supervisors’ incivility.

In prior research studies, the role of incivility on individual outcomes has been highlighted. This paper, according to the best knowledge of the author, is the first considering the negative impact of incivility on team’s performance. Moreover, collaborative climate is a novel moderator considered in this study.

The purpose of this study was to examine whether remote work moderates the mediated relationship between leadership behavior (transformational leadership and leader incivility), followers' self-control, and work-life balance.

The authors conducted a three-wave, time lagged study of 338 followers. Drawing on social information processing theory, a moderated mediation model was proposed: it was hypothesized that remote work strengthens the relationship between leadership behavior (transformational leadership and leader incivility), follower self-control, and subsequent work-life balance (moderated mediation). The theoretical model was tested using OLS regression in SPSS.

The results show that working remotely strengthens the mediated relationships between leadership behavior, self-control, and work-life balance.

Organizations need to consider the interaction between remote work and leadership. Leader behaviors have a stronger relationship with follower self-control and work-life balance when the frequency of remote work is higher, so it is important to increase transformational leadership and reduce leader incivility in remote contexts. Leadership training programs and respectful workplace initiatives should be considered.

This study demonstrates the importance of leader behaviors for followers' self-control and work-life balance in relation to remote work. This study is the first to examine the boundary condition of remote work in relation to leadership behavior, follower self-control, and work-life balance.

Cyber incivility is a form of unsociable speech and a common daily workplace stressor. The purpose of this paper is to explore the impact of cyber incivility on non-profit leaders in Canada and share an intimate portrait of their personal experiences and perceptions.

The study advances our understanding of how qualitative methods can be introduced into the study of a phenomenon which has been broadly examined in a positivist tradition. The paper draws epistemologically and methodologically on a fusion of critical discourse analysis and auto-ethnography to present emic and experiential insights.

The findings offer three conceptual contributions: to introduce a novel qualitative method to a dynamic field of study; to advance a critical dimension to our understanding of cyber incivility; and to explore the challenges which emerge when qualitative research must draw largely on positivist, quantitative literature. Additionally, this paper makes three contributions to our understanding of cyber incivility: by introducing organizational context conditions which encourage incivility; by identifying commonalities between incivility and bullying, by challenging the existing taxonomy; and by examining the personal experiences of non-profit leaders in Canada (in operationalized settings).

Quantitative analysis has been limited to the relationship between supervisor and employee and consisted mostly of cross-sectional self-report designs, online surveys and experimental manipulation in simulated workplace environments. This study serves up a deeper analysis from within organizational environments.

Existing research on social inequalities in leadership seeks to explain how perceptions of marginalized followers as deficient leaders contribute to their underrepresentation. However, research must also address how current leaders restrict these followers' access to leadership opportunities. This conceptual paper offers the perspective that deficiencies in leaders' behaviors perpetuate social inequalities in leadership through an illustrative application to research on gender and leadership.

The authors situate existing research on gender and leadership within broader leadership theory to highlight the importance of inclusivity in defining destructive and constructive leadership.

Previous scholarship on gender inequalities in leadership has focused on perceptions of women as deficient leaders. The authors advocate that researchers reconceptualize leaders' failures to advance women in the workplace as a form of destructive leadership that harms women and organizations. Viewing leaders' discriminatory behavior as destructive compels a broader definition of constructive leadership, in which leaders' allyship against sexism, and any other form of prejudice, is not a rare behavior to glorify, but rather a defining component of constructive leadership.

This paper highlights the important role of high-status individuals in increasing diversity in leadership. The authors suggest that leader inclusivity should be used as a metric of leader effectiveness.

The authors refocus conversations on gender inequality in leadership by emphasizing leaders' power in making constructive or destructive behavioral choices. The authors’ perspective offers a novel approach to research on social inequalities in leadership that centers current leaders' roles (instead of marginalized followers' perceived deficits) in perpetuating inequalities.

Contemporary organizations report a sharp increase in the incidences of workplace incivility. The purpose of this paper is to capture the impact of workplace incivility on the victimized employee's knowledge-hiding behaviours. The paper proposes that the victim will hide knowledge by playing dumb, evasive hiding and rationalized hiding behaviour.

The paper first focusses on a review of literature on workplace incivility and summarizes the findings through a conceptual review model. Subsequently, the paper puts forth a conceptual model depicting the relationship of incivility with knowledge hiding.

Drawing from the affective events theory, the paper demonstrates that incivility will arouse negative emotions in the victim, enticing the individual to respond by engaging in knowledge hiding. It establishes knowledge hiding to be more than just a consequence of reciprocal exchange relationships. The authors also propose this positive relationship to vary with gender.

The paper draws attention towards the counterproductive knowledge behaviours that can be stirred as a result of negative emotional experiences. It explores the employee’s response to an active form of workplace mistreatment, workplace incivility. It advocates the need to check uncivil and disrespectful behaviours in the organization so as to build a healthy work environment.

The purpose of this paper is to describe the mediating effects of transformational and transactional leadership styles on the relationship between organizational ethics and workplace incivility.

The study employed cross-sectional survey design. Data were obtained from 209 employees from the telecommunication sector. The structural equation model was employed as the analytical tool to test the hypotheses of the study.

Organizational ethics was negatively related to workplace incivility. Both transformational and transactional leadership styles mediated the relationship between organizational ethics and workplace incivility.

Human resource developers and managers can employ, appraise, train and develop managers who can ethically demonstrate transactional, and transformational leadership behaviors to deal with workplace incivilities.

The paper makes an important contribution to the existing organizational literature by establishing the relevance of transformational and transactional leadership styles as mediators of the nexus between organizational ethics and workplace incivility in the telecommunication sector.

The purpose of this paper is to study if trust on team members and leaders leads to an experience of civil behavior in the workplace or reduced incivility at the workplace. The study was conducted on women employees and therefore termed as selective incivility.

In the study, the relationship between team trust and leader trust was the antecedent variables and general well-being was the consequent variable. Civil behavior in the workplace was the mediating variable. The research was conducted on 228 working women in different sectors of the Indian organization. Trust (in leaders and on teams) and general well-being were measured by established scales. Selective incivility scale was developed based on the qualitative inputs from working women. Data were analysed on SPSS and AMOS version 20.

The study showed that trust (between leader and subordinates and among team members) led to an experience of civil behavior at workplace, and experience of civil behavior led to an experience of general well-being.

This research has contributed to both theoretical and managerial aspects. On the theoretical front, this research has emphasized the role of trust in building a civil environment in the workplace. On the managerial front, it has contributed to showing how low incivility encourages inclusivity and maintains the general well-being of employees, and therefore advocates the practice of civil behavior.

The study is relevant in managing politics at workplace. With an environment of trust, the insecurity and doubt in the minds of employees are reduced. This leads to higher well-being of employees. In the modern times, workplaces are becoming more diverse. There are not only gender differences but also differences in age, sexual orientation and persons with disabilities. Presence of low incivility can go a long way in encouraging an inclusive workplace. It is thus relevant in managing workplace diversity and for creating a more inclusive environment.

Diverse workplace constituting women and minority race have experienced more workplace incivility (Cameron and Webster, 2011). Also, presence of higher percentage of men in the workforce composition enhanced incivility toward women (Trudel and Reio, 2011). As the paper indicates that low incivility leads to general well-being, it also tries to point out that overall health of organization also improves. It should not be ignored that it is not only the employee who is exposed to incivility who gets affected but also the other employees who are witness to such situation.

This study investigates the mediating effect of civil behavior at the workplace between trust, both team member and leader, and general well-being.

This study aims to examine the effects of coworker incivility on employees' behaviors using a moderated mediation model that conceptualizes coworker exchange (CWX) as a mediator and servant leadership as a moderator.

The data were collected using a multi-temporal research design. The hypotheses were tested on a sample of 1,272 participants using confirmatory factor analysis (CFA), hierarchical regression analysis and moderated path analysis. In addition, supervisor incivility was added as a control variable to partial out the potential influence on employees' behaviors.

The results of CFA ensured that all measures had discriminant and convergent validity. In addition, the results of hierarchical regression analysis and moderated path analysis indicated that CWX mediates the relationship between coworker incivility and employees' behaviors. Furthermore, servant leadership exacerbates the negative relationship between coworker incivility and CWX.

Leaders and practitioners should invest in communication training programs for developing employees' communication skills to avoid incivility. In addition to viewing incivility as inappropriate behavior, leaders and practitioners should understand the meaning beyond those incivilities.

This study utilized incivility spiral theory to examine how coworker incivility affects employees' behaviors. The mediated path analysis found that CWX mediates the relationship between these variables, which has been ignored by previous research. Furthermore, this study introduced servant leadership as a moderator to account for the “when” in incivility spiral theory, i.e. what kind of social context facilitates or inhibits the influence of coworker incivility on CWX.