Understanding Counterproductive Work Behavior: Aggressive Employees' Responses to Leader-Member Exchange

ECU Author/Contributor (non-ECU co-authors, if there are any, appear on document)

Steven Clark (Creator)

Institution

East Carolina University (ECU )

Web Site: http://www.ecu.edu/lib/

Advisor

Mark Bowler

Abstract: This study provides further understanding of the integrative model of counterproductive work behavior (CWB). Specifically it examined the antecedents of counterproductive work behavior as a function of both traits (i.e. aggression) and situational factors (leader-member exchange). Utilizing the channeling model proposed by Frost and colleagues (2007) trait aggression was evaluated using both explicit (i.e. self-report) and implicit (i.e. conditional reasoning) measures. As with previous research there was a significant interaction between implicit and explicit aggression in relation to endorsements of CWB. Moreover although LMX out-group relationships were more strongly associated with perceptions of unfairness in-group LMX relationships were more strongly associated with endorsements of CWB. Furthermore this effect was enhanced when participants were implicitly aggressive. Implications for practice and research are discussed. 

Additional Information

Publication

Thesis

Date: 2013

Keywords

Psychology, Organizational behavior, aggression, conditional reasoning, counterproductive work behavior, leader-member exchange

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