Leader Power and Agency-Communion Orientations as Moderators of the Effects of Organizational Characteristics on Workplace Bullying

Abstract

This conceptual paper suggests that the distinction between an autocratic and democratic leadership orientation may serve as an important moderator of the relationship between key organizational characteristics and workplace bullying. More specifically, we explore leader autocratic vs. democratic power orientations and leader agentic vs. communal orientations as the theoretical bases for developing a new model of perceived leadership orientation as a moderator of the relationships between certain key organizational characteristics and perceptions of workplace bullying behavior. Our model proposes differential moderating effects for both leader autocratic-democratic power orientation and leader agentic-communal orientation. Particularly, we contend that democratic and communal leadership orientations may lead to fewer perceptions of bullying in the workplace. We conclude with a discussion of our model’s practical implications and suggestions for future research on this subject.