Supervisor–employee task conflict and supervisor ostracism: The moderating effect of interpersonal harmony values
Cong Liu
Department of Psychology, Hofstra University, Hempstead, New York, USA
Search for more papers by this authorCorresponding Author
Ling Li
Business School, Beijing Wuzi University, Beijing, China
Correspondence
Ling Li, Business School, Beijing Wuzi University, 321 Fuhe Ave., Tongzhou, Beijing 101149, China.
Email: [email protected]
Search for more papers by this authorHai Li
Business School, Beijing Normal University, Beijing, China
Search for more papers by this authorValentina Bruk-Lee
Department of Psychology, Florida International University, Miami, Florida, USA
Search for more papers by this authorJie Ma
School of Management, Jinan University, Guangzhou, China
Search for more papers by this authorYing Liu
School of Public Administration, Renmin University of China, Beijing, China
Search for more papers by this authorCong Liu
Department of Psychology, Hofstra University, Hempstead, New York, USA
Search for more papers by this authorCorresponding Author
Ling Li
Business School, Beijing Wuzi University, Beijing, China
Correspondence
Ling Li, Business School, Beijing Wuzi University, 321 Fuhe Ave., Tongzhou, Beijing 101149, China.
Email: [email protected]
Search for more papers by this authorHai Li
Business School, Beijing Normal University, Beijing, China
Search for more papers by this authorValentina Bruk-Lee
Department of Psychology, Florida International University, Miami, Florida, USA
Search for more papers by this authorJie Ma
School of Management, Jinan University, Guangzhou, China
Search for more papers by this authorYing Liu
School of Public Administration, Renmin University of China, Beijing, China
Search for more papers by this authorAbstract
We examined the relationship among supervisor–employee task conflict, supervisor ostracism, and employee depression and job performance, as well as the moderating effect of supervisors' and employees' interpersonal harmony values. Data were collected from supervisors and employees at three timewaves. We found that supervisor–employee task conflict positively predicted supervisor ostracism, which in turn predicted higher employee depression and poorer job performance. The dualistic model of interpersonal harmony proposes that people show two motives in responding to conflicts while trying to maintain interpersonal harmony: an approach motive to promote high-quality relationships (i.e. harmony enhancement) or an avoidance motive to prevent relationship disintegration (i.e. disintegration avoidance). From the supervisors' perspective, we found that supervisors' harmony enhancement values buffered the positive relationship between supervisor–employee task conflict and supervisor ostracism. From the employees' perspective, we found that employees' harmony enhancement values buffered whereas employees' disintegration avoidance value exacerbated the detrimental effect of supervisor ostracism on employee depression and job performance. Practical suggestions were offered to help both supervisors and employees manage workplace ostracism.
CONFLICT OF INTEREST
There are no potential conflicts of interests.
Open Research
DATA AVAILABILITY STATEMENT
The data that support the findings of this study are available from the corresponding author upon reasonable request.
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