Role ambiguity as an antecedent to workplace bullying: Hostile work climate and supportive leadership as intermediate factors

• Published in: Scandinavian journal of management Vol. 40; no. 2; p. 101328
• Main Authors: Blomberg, Stefan, Rosander, Michael, Einarsen, Ståle Valvatne
• Format: Journal Article
• Language: English
• Published: Elsevier Ltd 01.06.2024
• Subjects: Hostile work climate; Mediated moderation; Role ambiguity; Supportive leadership; Workplace bullying; Hostile work climate; Workplace bullying; Mediated moderation; Supportive leadership; Role ambiguity
• ISSN: 0956-5221; 1873-3387; 1873-3387
• DOI: 10.1016/j.scaman.2024.101328

Previous studies have shown role stress to be an important antecedent of workplace bullying. The present study investigated when and how a long-term effect of role ambiguity on exposure to bullying may be present. Based on the work environment hypothesis, we hypothesized that (a) there is a long-term effect of role ambiguity on exposure of bullying, (b) that this relationship is mediated by hostile work climate, and (c) moderated by supportive leadership. Using a three-wave design, with a time lag of 41–45 months, we showed support for all three hypotheses. The study underscores the importance of clear work-related roles as well as the importance of supportive leadership to prevent the onset of bullying following role stress and hostile climates. •Role ambiguity is a long-term predictor (41 to 45 months) of workplace bullying.•The study shows how and when role ambiguity predicts workplace bullying.•How? Through a hostile work climate.•When? At low levels of perceived supportive leadership.