Exportar Publicação

Junça Silva, A., Spagnoli, P., Spagnoli, P., Santos, S. C., Venditti, A, Tanucci, G....Caetano, António (2010). Psychosocial work environment and risk of mobbing: the moderator effect of leader’s support. : 4th International Seminar on Positive Occupational Health Psychology.

A. L. Silva et al.,  "Psychosocial work environment and risk of mobbing: the moderator effect of leader’s support", in : 4th Int. Seminar on Positive Occupational Health Psychology, Lisboa, 2010

@null{silva2010_1714539569192,
	year = "2010",
	url = "https://ciencia.iscte-iul.pt/publications/psychosocial-work-environment-and-risk-of-mobbing-the-moderator-effect-of-leaders-support/50531?lang=en"
}

TY  - GEN
TI  - Psychosocial work environment and risk of mobbing: the moderator effect of leader’s support
T2  - : 4th International Seminar on Positive Occupational Health Psychology
AU  - Junça Silva, A.
AU  - Spagnoli, P.
AU  - Spagnoli, P.
AU  - Santos, S. C.
AU  - Venditti, A
AU  - Tanucci, G.
AU  - Caetano, António
PY  - 2010
CY  - Lisboa
UR  - https://ciencia.iscte-iul.pt/publications/psychosocial-work-environment-and-risk-of-mobbing-the-moderator-effect-of-leaders-support/50531?lang=en
AB  - Researchers have emphasized the ambient work environment as an important risk factor for bullying (e.g., Vartia, 1996; Agervold & Mikkelsen, 2004; Tuckey, Dollard, Hosking, Winefield, 2009). The aim of the present study is to examine the relationship between psychological work environment factors and the risk of mobbing. The authors focused on three specific dimensions: psychological job demand, role ambiguity and leader’s support. According to the Job Demand-Resource theory (e.g., Schaufeli & Bakker, 2004) the authors hypothesized that: the three factors influence directly the perception of risk of mobbing; leader’s support moderates the relationship between the job/role factors and mobbing. Participant in the study were 134 Italian workers who voluntarily filled a self-reported questionnaire. Results show that psychological job demand and leader’s support are the best antecedents for risk of mobbing, whereas the relationship between role ambiguity and mobbing is moderated by the leader’s support. In particular, when the perception of leader’s support is low, a high role ambiguity increases the frequency of the risk of mobbing. On the other hand, when the perception of leader’s support is high the risk of mobbing decreases both for high and low levels of role ambiguity. Overall, these results confirm the important role that management practices aimed to improve psychological work environment, and in particular leader-employee relationship, might play in preventing the mobbing phenomena. Implication for further research is also discussed.  
ER  -