How ethical leadership and incivility tolerance affect intention to sabotage at Jordanian universities?

Abstract

Purpose. The mediating roles of tolerance to workplace incivility between ethical leadership and intention to sabotage was investigated in Jordan. The study relied on social learning theory (Bandura, 1977; 1986), reinforcement theory (Skinner, 1938), and conservation of resource theory (Hobfoll, 1988). Methodology. A quantitative method with survey questionnaires were distributed to 376 employees in different universities, public and private, in northern Jordan to obtain data. The following variables were part of the self-administered survey developed for the purposes of this study: “ethicalleadership” (10-item scale); “tolerance to workplace incivility” (8-item scale); “the intention to sabotage” (8-item scale). Data were analyzed with SPSS and structural equation modeling with AMOS. Findings. A significant and direct negative relationship was found between ethical leadership and employees’ intention to sabotage in Jordan. Also, a significant and direct positive effect was found between tolerance to workplace incivility and employees’ intention to sabotage, which indicates that tolerance to incivility increases intention to sabotage in Jordan. Further, it was found that tolerance to workplace incivility partially mediates the relationship between ethical leadership and employees’ intention to sabotage in Jordan. Value of results. This paper improves the understanding of workplaces in Jordanian universities and facilitates the creation of healthier work environments. The findings also contribute to several fields of organizational research, such as: human resources management, organizational development, and organizational behavior. The findings have many theoretical and practical implications, which were discussed.