Daily work pressure and exposure to bullying-related negative acts: The role of daily transformational and laissez-faire leadership

The present study integrates the work environment hypothesis and effort-reward imbalance model to argue that work-related antecedents of workplace bullying are moderated by day-to-day leadership practices one’s immediate leader. Specifically, we propose individuals’ daily experiences pressure positively related their bullying-related negative acts. Moreover, claim this relationship is weaker on days when those individuals report high (vs. low) levels transformational behaviour, stronger they laissez-faire behaviour. To test these three hypotheses, asked 61 naval cadets a tall ship sailing from Northern Europe North America fill out diary questionnaire for 36 yielding 1509 observations. results multilevel analyses supported our positive cadets’ reports with In addition, behaviour (but not behaviour) pressure–bullying-related acts relationship. Our findings support assumption an important component in development conflict escalation bullying, while not. We discuss theoretical as well practical implications findings.