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The purpose of the article is to provide further evidence for the work environment hypothesis. According to the work environment hypothesis and as documented by empirical evidence, organizational factors play a crucial role in the development of workplace bullying. However, to better understand and prevent bullying at work and establish sustainable, responsible and ethical workplaces, it is crucial to understand which organizational factors are particularly important in the development of bullying and how these factors, independently and combined, act as precursors to bullying over time. One prominent theory that explains how organizational and individual factors interact is the affective events theory (AET).

In a two-wave, time-lagged study (N = 364), the authors apply AET to test and explain the interplay of organizational factors in the development of bullying at work.

The results revealed that supportive and fair leadership moderates the relationship between role stress and exposure to workplace bullying.

Knowledge of the buffering role of supportive and fair leadership practices is important when implementing organizational interventions aimed at preventing bullying at work.

Although previous studies have shown the general protecting effects of supportive leadership on exposure to bullying, the current study indicates that high level of supportive and fair leadership practices decreases the level of exposure to bullying, even when role ambiguity and role conflict are relatively high.

The purpose of this study is to assess the pathway through which authentic leadership influences organizational citizenship behavior (OCB). The authors examine how the perception of overall fairness and a sense of belongingness mediate the relationship between authentic leadership and OCB.

The authors distributed survey questionnaires to full-time employees working for an insurance company. Data were collected in two phases. To test the hypotheses, the authors conducted hierarchical multiple regression analysis using the PROCESS macro by Hayes (2012).

PROCESS analysis reveals that overall fairness mediates the relationship between authentic leadership and subordinates' sense of belongingness, which is then positively related to OCB. Taken together, these findings are largely in line with the authors’ theoretical model.

Empirical research has yet to explore how authentic leaders create the perception of fairness, which influences subordinates' OCB. Thus, this study extends the authors’ knowledge on the extant literature of organizational behavior by integrating two important domains—authentic leadership and organizational fairness—to propose that authentic leadership is a fair leadership that aids in promoting OCB. Also, studies on authentic leadership processes have examined basic models and neglected the possibility of sequential mediation. To better understand the complex relationship of authentic leadership and OCB, the authors examine overall fairness and belongingness as sequential mediators.

In this chapter, I reflect on the foundations of the “fair policing from the inside out” approach to identify elements that may complement and refine this theoretical framework.

I address the question of how fair policing can be achieved from a multidisciplinary perspective. Insights and empirical evidence from criminology, psychology, management, and political science/public administration are used to theorize the relationship between internal and external procedural justice.

Both the theoretical framework itself and the conceptual model that has been derived from it are refined. In total, four aspects are elaborated: (1) I stress more explicitly the potential mediating role of moral alignment with citizens; (2) I point more explicitly at the potential mediating role of trust in supervisors and moral alignment with supervisors; (3) I hypothesize that strain/stress may mediate the relationship between internal and external procedural fairness; and (4) I hypothesize several links between mediators.

This chapter contributes to the challenge of theorizing the origins of fair policing. It aims at widening the scope of police research.

The purpose of this paper is to examine the prevalence of gender harassment and how it is related to different organisational factors, ill-health and job satisfaction among women and men working as university teachers and researchers.

A web questionnaire was conducted in a university college in South Sweden. The final sample consisted of 322 participants, 186 women and 136 men.

The results showed that gender harassment was more prevalent among women than men, and among senior lecturers and professors than lecturers. Gender harassment was associated with high job demands, less fair leadership style of the immediate manager and job dissatisfaction for both women and men. For women, there was also an association between gender harassment, ill-health and gender of the immediate manager. For men, poorer social organisational climate was related to gender harassment, but contrary to women, gender harassment was not related to the gender of the immediate manager.

Even though the research was conducted only in one university, the results imply that gender harassment can have negative consequences for teachers and researchers. As the immediate manager’s leadership style seems to be associated with the occurrence of gender harassment, universities should take this into consideration in their leadership programs.

The paper highlights gender harassment, a subtle form of sexual harassment, among university teachers and researchers.

Leadership has a decisive role in the success of all types of businesses and firms, including small- and medium-sized enterprises (SMEs), and the ethical behavior of leaders is a key component which brings a sense of respect, fulfillment, trustworthiness and acceptance among the employees, which later become visible in their job performance (JP). This study aims to check the immediate effect of ethical leadership (EL) on employee’s JP (EJP) and also explore the indirect mediating effect of corporate social responsibility (CSR) on this EL and EJP nexus.

Primary data was obtained from the employees of manufacturing SMEs of Northern Italy using a cross-sectional design from the end of 2019 to the start of 2020. This paper circulated 450 self-administered questionnaires using simple random sampling, and 202 (44.88%) valid questionnaires were returned. The PROCESS macro was performed using statistical package for social sciences to ensure whether or not EL affects EJP and is there any mediation effect of CSR present in this nexus.

The results indicate that EL has a strong positive connection with EJP and CSR. Interestingly, CSR positively influences EJP. Furthermore, the results also report the strong mediating effect of CSR in the nexus of EL and EJP.

This scholarly work seeks to contribute not only to the literature of EL and EJP but also enriches the understanding of this EL-EJP association by highlighting the indirect effect of mediating variable CSR in the SME sector.

A plethora of research has been carried out both in terms of addressing different conceptualizations of destructive leadership and its relationship with various outcomes. In this vein, this chapter focuses on the relationship between destructive leadership and followers' well-being. In particular, it addresses the current state of inquiry about the plausible effects of destructive leadership on the followers' mental and physical health, including experiences of stress, emotional exhaustion, and negative affectivity. Furthermore, it presents empirical research exploring the underlying mechanisms of this relationship. Finally, it proposes the implementation of occupational interventions to prevent and/or reduce destructive leadership behaviors and later provides recommendations for prospective research. Thus, the current chapter contributes to the extant literature by providing a comprehensive view regarding the detrimental effects of destructive leadership on the followers' well-being as well as offering insight into how to deal with its negative effects.

Failure to identify any significant relationships between principal leadership and student achievement has proved concerns about the assumed value and legitimacy of principal leadership. The purpose of this paper is to contribute to the current literature by empirically testing the relationships between the principal leadership and the teacher self‐efficacy, a construct which has a proven impact on student achievement. The role of collective efficacy on the relationship between transformational leadership of principals and self‐efficacy of teachers was a special focus for the study.

A causal comparative research design was employed to study the direct, indirect, and mediating relationships among principal leadership, teacher self‐efficacy, and collective efficacy in schools. The participants included a cluster‐random sample of 813 primary school teachers. Data gathering instruments composed of a combination of the Multifactor Leadership Questionnaire, the Collective Teacher Efficacy Scale and the Teacher's Sense of Efficacy Scale. A structural equation modelling with path analysis was employed to test the research models and hypotheses.

Findings of the study demonstrated that collective efficacy and transformation leadership jointly shape teachers' self‐efficacy. There was a significant relationship between principals' transformational leadership and teachers' self‐efficacy beliefs. This relationship was mediated and magnified by collective efficacy in schools.

The study has the common limitations of the self‐reported perceptions of participants.

The study enlightened the little‐known causal relationship mechanisms through which transformational leadership practices of principals and collective efficacy of schools affect the self‐efficacy beliefs of teachers. The findings are in line with the socio‐cognitive theory which assumes the presence of reciprocal relationships among leadership, organization, and person domains in shaping organizational behaviors of teachers. The study also parallels with the emerging literature about the mediating effects of collective efficacy on the relationship between principal transformational leadership and teacher self‐efficacy.

Acute and chronic pain affects more Americans than heart disease, diabetes, and cancer combined. Conservative estimates suggest the total economic cost of pain in the United States is $600 billion, and more than half of this cost is due to lost productivity, such as absenteeism, presenteeism, and turnover. In addition, an escalating opioid epidemic in the United States and abroad spurred by a lack of safe and effective pain management has magnified challenges to address pain in the workforce, particularly the military. Thus, it is imperative to investigate the organizational antecedents and consequences of pain and prescription opioid misuse (POM). This chapter provides a brief introduction to pain processing and the biopsychosocial model of pain, emphasizing the relationship between stress, emotional well-being, and pain in the military workforce. We review personal and organizational risk and protective factors for pain, such as post-traumatic stress disorder, optimism, perceived organizational support, and job strain. Further, we discuss the potential adverse impact of pain on organizational outcomes, the rise of POM in military personnel, and risk factors for POM in civilian and military populations. Lastly, we propose potential organizational interventions to mitigate pain and provide the future directions for work, stress, and pain research.

The purpose of this paper is to examine organizational identification as an underlying mechanism for how perceptions of interpersonal leadership are related to employee engagement, and its relationship with commitment and job tension.

A sample of 451 full-time employees at an international firm completed a web-based survey.

Organizational identification mediated the relationship between perceived interpersonal leadership and engagement, which mediated the relationship between perceived interpersonal leadership and commitment. Engagement mediated the relationship between identification and job tension.

Limitations include cross-sectional data. Strengths include a large field sample. Implication is that leaders who encourage employees’ identification with the organization may also encourage their engagement.

Interpersonal leadership characteristics can be developed, and are positively related to employees’ identification, commitment, and engagement, which are negatively related to job tension.

Interpersonal leaders are positively associated with employees’ engagement; high engagement has been related to positive employee health and well-being. A healthy workforce translates into a healthy society.

This study is one of the few to examine the underlying mechanisms through which leadership relates to engagement.