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Does perceived managerial intimidation result in harmful emotional and behavioral implications that impair employees' performance? If so, are there buffers against these implications? To answer these questions, the current study relies on the social exchange theory and presents a moderated mediation model in which (1) perceived managerial intimidation evokes hostility that results in both organizational counterproductive work behavior (O-CWB) and interpersonal counterproductive work behavior (I-CWB) and (2) negative affectivity, political skill, tenure with the manager and sectorial affiliation moderate these relationships.

The moderated mediation model was tested using a sample of 367 subordinates. The data were collected in three waves.

Perceived managerial intimidation was positively related to hostility and both forms of CWB. Moreover, hostility mediated the relationships between perceived managerial intimidation and these two outcomes and sectorial affiliation moderated these mediations.

Public organizations should implement training programs to develop the awareness of the organizations' managers about the harmful implications of perceived managerial intimidation and teach the managers acceptable methods for improving employees' performance.

This study investigates whether perceived managerial intimidation results in CWB. The study's findings demonstrate positive relationships between these variables, shedding light on the emotional mediating mechanism that links the variables. Moreover, the study validates sectorial affiliation as a buffer against the negative emotional and behavioral implications of perceived managerial intimidation, providing ideas for practical implications.

This study advances our knowledge about counternormative emotion management processes utilized in organizations. We investigate a research model in which managerial intimidation, and more specifically subordinates' perceptions about it, evokes fear, which reduces their job satisfaction and increases their turnover intentions.

The model was tested using two samples, one from the public sector and the other from the private sector. The data were collected in three waves using questionnaires.

Our findings validated the research model in the public sector alone, revealing sectorial differences regarding the destructive emotional and attitudinal implications of perceived managerial intimidation.

The current study sheds light on counternormative emotion management processes utilized in organizations, a topic we know little about. Furthermore, it advances our knowledge regarding the responses of the targets of impression management attempts, revealing sectorial differences about them. Finally, this study broadens our understanding about intimidation, an under-investigated impression management strategy.

The purpose of this study is to answer the following research questions. Does hostility shape the undesirable attitudinal consequences of perceived organizational politics (POP)? If so, does emotional intelligence play a role in this context? To answer these questions, the author relies on the affective events theory to present and empirically investigate a moderated mediation model in which: hostility mediates the relationships between POP and both job tension and turnover intentions; and emotional intelligence moderates these relationships.

The moderated mediation model was tested among a sample of 408 employees. The data was collected in three waves.

The results revealed that hostility mediated the relationships between POP and the two undesirable attitudes explored. In addition, one of the emotional abilities included in emotional intelligence, namely, self-emotion appraisal, moderated these relationships.

Interventions designed to increase the emotional intelligence level of employees might reduce the hostility they experience in response to POP, and consequently, its harmful implications.

Among the four emotional abilities included in emotional intelligence, only self-emotional appraisal moderates the relationship between POP and hostility. Such findings imply that in some cases, a thorough understanding about one’s emotions is more effective in regulating the hostility experienced in response to organizational politics than other emotional abilities that seem more relevant in this context.

This chapter builds on previous research that conceptualized organizational politics as an organizational stressor. After reviewing the studies that integrated the occupational stress literature with the organizational politics literature, it discusses the negative implications of the use of intimidation and pressure by supervisors, implications that have generally been overlooked. Specifically, the chapter presents a conceptual model positing that the use of intimidation and pressure by supervisors creates stress in their subordinates. This stress, in turn, affects subordinates’ well-being, evident in higher levels of job dissatisfaction, job burnout, and turnover intentions. The stress also reduces the effectiveness of the organization, reflected in a high absenteeism rate, poorer task performance, and a decline in organizational citizenship behavior. The model also maintains that individual differences in emotional intelligence and political skill mitigate the stress experienced by subordinates, resulting from the use of intimidation and pressure by their supervisors. In acknowledging the destructive implications of such behavior in terms of employees’ well-being and the productivity of the organization, the chapter raises doubts about the wisdom of using it, and advises supervisors to rethink its use as a motivational tool. Implications of this chapter, as well as future research directions, are discussed.

The quality of the relationship between leaders and their followers appears to be one of the critical determinants of employees’ commitment at work. For instance, it has been empirically established that the impressions that managers convey of themselves to their subordinates, is a critical factor in the leader-follower relationship. The purpose of this paper is to examine the relationship between leaders’ intimidation impression management (IM) and subordinates’ affective job commitment in the telecommunications industry in Nigeria.

The design adopted for this study is the cross-sectional survey design. The questionnaire was utilized to generate data from a sample of 306 employees from the six major telecommunication companies in Nigeria. The Spearman Rank Correlation Coefficient was used as the inferential test statistic for assessing the relationship between leaders’ intimidation IM and subordinates’ affective job commitment.

The results showed that leaders’ threat, warning, fear-arousal, and discomfort-arousal all had significant but weak association with subordinates’ affective job commitment. The study thus found that as leaders apply intimidation IM strategies, workers’ sense of emotive attachment to their organization only improves minimally.

Data were generated from employees, indicating that the outcome is based on their perception which may be skewed.

The outcome of the study will help managers in the Nigerian telecommunication industry to avoid the pitfalls that are associated with the arbitrary and excessive use of intimidation as an IM tactic. Rather, they would be guided to encourage good quality leader-member-exchange between them and their subordinates in enhancing individual and organizational performance.

This is the first main work to examine and identify the nature of the predictive effect of leaders’ intimidation IM on subordinates’ affective job commitment in the telecommunications industry in Nigeria.

The purpose of this paper is to investigate the relationship between job tension (JT) and the use of intimidation in the workplace, as well as positive and negative affectivity as two potential personality trait moderators of this relationship.

The paper hypothesizes that employees would use more intimidation when they perceive higher levels of JT based on a fight response. Furthermore, it hypothesizes that when JT was high, people high in negative affectivity would use more intimidation in the workplace due to trait activation, whereas individuals high in positive affectivity would use less intimidation due to greater resource pools. The hypotheses was tested with a sample of 134 employees from a wide range of occupations and industries who completed an online survey measuring their levels of felt JT, usage of intimidation behaviors, and self‐reported affectivity.

Hierarchical moderated regression analyses revealed that JT was positively related to intimidation usage. The analyses also showed support for negative affectivity as a moderator, such that high levels of intimidation occurred when JT and negative affectivity were both high. Positive affectivity did not moderate the relationship.

Although persons high in negative affectivity are particularly vulnerable to the effects of JT, organizations must be aware of the potential for behaviors (e.g. intimidation) that can result from felt tension. Prior research has primarily viewed tension as an outcome variable; the research conceptualizes tension as an antecedent in the stressor‐strain‐outcome paradigm. Intimidation is shown to be an outcome of workplace tension – a behavioral reaction to psychological strain that is an attempt to protect valued resources.

This study investigated whether managers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior and the role of emotional intelligence (EI) in this context. The authors explored a moderated mediation model in which perceived managerial supplication elicited hostility that increased turnover intentions and the emotional abilities included in EI acted as antidotes to these outcomes.

The authors tested the moderated mediation model using two large samples, one from the public sector and the other from the private sector, providing a cross-sectorial comparison. The authors collected the data for this study in three waves.

The authors’ findings revealed that the model fit the public sector alone. Moreover, others' emotion appraisal was the only aspect of EI that moderated the hostility and turnover intentions of public servants.

Interventions aimed at increasing the EI level of public servants can be a powerful tool for reducing their hostility and turnover intentions. However, these interventions must focus on all four aspects of EI , particularly others' emotion appraisal.

Managers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior. However, EI reduces these negative outcomes among public servants.

As organizations increasingly engage with consumers over mobile devices, there is a growing need to understand how consumers react to impression management over platforms with limited textual content. The purpose of this paper is to empirically assess how different impression management tactics can be used in mobile media to enhance consumer perception-attitude-intentions toward a corporate brand.

We surveyed 670 consumers and estimate structural equation models and repeated-measures ANOVAs to determine how short passages employing alternate impression management tactics influence consumers’ perceptions, attitudes and purchase intentions.

Results reveal that each impressions management tactic (i.e. ingratiation, intimidation, organizational promotion, supplication and exemplification) influences consumer perceptions, attitudes and intentions. The authors compare differences in how the impressions management tactics influence each stage of the perception-attitude-intentions model and find evidence that initial differences in perceptions favoring ingratiation and exemplification appeals become magnified for purchase intentions.

Recent calls for research focus on an understanding of how consumers process information on reduced-content platforms of small-screened mobile devices. These results provide empirical evidence of the use of impression management and the difference between five impression management tactics on enhancing consumer perception-attitude-intentions model.

The results of this study will provide marketers with insights to optimize communications and corporate brands with consumers over mobile media.

This paper adds to the nascent yet vital literature on mobile marketing by focusing on how impression management tactics influence perceptions, attitudes and intentions through the short message characteristic of mobile platforms. The authors develop a framework for how corporate brand management can strategically use impressions management tactics in this novel domain.

Over the past few years, the internet has expanded rapidly, and it has been considered a systematic way that consumers use to retrieve health-related information. However, the existing literature does not provide an articulated view of online health information-seeking behaviour through an in-depth understanding of users’ searching-related behaviour. The objectives of this study are to identify the factors affecting consumers’ health-related internet use and recognise the relationships between those specified and health-related internet use. Finally, the recommendations are made based on the findings.

An amalgamated model of technology acceptance model and health belief model was used to hypothesise health-related internet use behaviour, which is then tested using a cross-sectional survey of 287 Sri Lankan managerial-level employees. The covariance-based structural equation modelling with AMOS was used to check the study hypotheses.

Findings of this study depict five factors contributing to consumers’ health-related internet use as follows: perceived health risk towards chronic diseases consisting of perceived susceptibility and perceived severity; health consciousness; perceived usefulness of the internet; perceived ease of internet use; and attitude towards health-related internet use. As theorised, the internet’s perceived usefulness was positively and significantly related to consumers’ use of health-related internet and attitude towards health-related internet use. But as hypothesised, perceived ease of internet use did not directly affect consumers’ use of health-related internet. Further, findings reveal that health-related internet use is estimated by perceived health risk than health consciousness.

Findings reveal that Sri Lankan managerial-level employees have a reactive health behaviour driven by the perceived health risk and the desire to seek online health information.

Given the sharp rise in the adoption of digital onboarding in employment relations and human resource management practices, largely caused by the continuing COVID-19 pandemic, this study explores the impact of digital onboarding on employees' wellbeing, engagement level, performance, and overall outcomes.

This study uses an interpretive qualitative research methodology, undertaking semi-structured interviews with 28 participants working in the UK services industry.

The study finds that digital onboarding has a significant impact on employee outcomes, following the perceptions of “dwindling social connectedness and personal wellbeing”, “meaningful and meaningless work”, and “poor employee relations” among employees and their employers in the workplace.

Due to the increased adoption of digital onboarding, human resources teams must focus on having considerable human interaction with new hires, even if this means adopting a hybrid approach to onboarding. Human resources teams must ensure that they work together with line managers to promote a welcoming culture for new hires and facilitate organisation-driven socialisation tactics and the “quality” information necessary for supporting new employees. For new employees, besides acquiring the digital skills that are essential in the workplace, they must accept the changing digital landscape in order to practice effective communication and align their goals and values with those of their organisation.

Qualitative research on the influence of digital onboarding on employee outcomes is limited, with much of the research yet to substantially consider the impact of digitalisation on the human resources function of onboarding employees as full members of an organisation.