Follower Thriving and Job Performance Despite Leader Incivility? Dual Effects of Coworkers’ Support

Ridwan Saptoto*, Desirée H. van Dun, Celeste P.M. Wilderom

*Corresponding author for this work

Research output: Contribution to conferencePaperpeer-review

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This study examines the mechanisms through which uncivil leader behavior can still lead to followers thriving and performing well in their jobs. We combine tenets of the conservation of resources, job demands-resources, broaden-and-build, and threat to self-esteem theories to develop the hypotheses. Leader incivility behaviors were expected to reduce follower positive affect and, in turn, to thwart thriving and job performance. To counteract those negative leader effects we derived two other, paradoxical hypotheses about the role of coworkers’ support: such support was expected to both intensify and reduce the negative follower effects of leader incivility. On invoking a survey design, we collected data from Indonesian employees (n = 226), in three waves (separated by three weeks), and tested the mediated moderation hypotheses with structural equation modeling. The relationship between leader incivility behaviors and job performance was indeed mediated by employee positive affect and thriving in a series. Moreover, we established the intensifying effect of coworkers’ support to leader incivility behaviors, and coworkers’ support also compensated for the negative leader effect by providing solace to the victimized peer. In the future, similar models need to be examined in actual work settings where coworker relations are outright competitive or otherwise dissimilar.
Original languageEnglish
Number of pages39
Publication statusPublished - 30 Jul 2021
Event81st Annual Meeting of the Academy of Management, AOM 2021: Bringing the Manager Back in Management - Virtual
Duration: 30 Jul 20213 Aug 2021
Conference number: 81


Conference81st Annual Meeting of the Academy of Management, AOM 2021
Abbreviated titleAOM 2021
Internet address


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