AUGMENTING WORKPLACE INCIVILITY BEHAVIOUR (WIB) IN THE PRESENCE OF PASSIVE LEADERSHIP (PL): A MANAGEMENT PERSPECTIVE FOR ORGANIZATIONAL PERFORMANCE
Keywords:Workplace incivility, Behavioral incivility, Experienced Incivility, Management by exception, Laissez-Faire, Passive leadership, Organizational Performance.
The present study endeavours to examine the impact of employee incivility on organizational culture, particularly the retaliatory and escalatory nature of such behaviour. The study revealed that the elusive nature of incivility makes it challenging to hold employees accountable for their actions. In this study, a cross-sectional design was employed in the telecom sector, utilizing a 32-item questionnaire with close-ended statements on a 5-point Likert scale. The results confirmed all three hypotheses, highlighting the negative effects of incivility on organizational culture and performance. Incivility was found to escalate and spread in a manner that negatively impacted the workplace environment. This research has several theoretical and practical implications for organizational leaders and future researchers. It underscores the need for leaders to be proactive in creating a culture of civility in the workplace and intervening promptly to prevent the escalation of incivility. Additionally, it highlights the detrimental effects of passive leadership styles, which can result in organizational cultures that tolerate or even encourage uncivil behaviour. The study contributes to the existing body of literature on employee incivility and provides empirical evidence for the negative effects of such behaviour on organizational culture and performance. The findings have practical implications for leaders seeking to improve workplace dynamics and create a positive organizational culture. Further research is needed to explore additional factors that contribute to incivility and to investigate interventions aimed at addressing this issue in the workplace.
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