Factors that enable positive organisational outcomes, despite senior leader incivility

Abstract

Senior leader incivility is on the rise and is expected to increase even further due to the growing pressures senior leaders face. This study seeks to better understand the relationship between senior leader incivility and positive organisational outcomes, as incivility appears to be a common behaviour amongst some of the greatest business leaders of our time, despite the literature affirming incivility results in damaging outcomes. Existing literature to date fails to provide a holistic understanding of the factors that positively influence leader incivility outcomes. The aim of this research study is to explore the factors related to the leader (the perpetrator), the follower (the target) and the context that enables positive organisational outcomes to be achieved, despite senior leader incivility. A qualitative, exploratory research approach was adopted to explore new insights. In order to obtain an improved understanding of this phenomenon, a total of 18 semi-structured, in depth interviews were conducted with uncivil senior leaders that achieve success and followers (targets) of uncivil senior leaders that achieve success. With respect to the leader, this research study found positive organisational outcomes are achievable in spite of senior leader incivility, when senior leader incivility is infrequent and impartial and when the leader is a visionary and exceptionally supportive leader, who is highly knowledgeable and has the ability to demonstrate remorse when he or she causes offense. With respect to the follower, this study found positive organisational outcomes are achievable in spite of senior leader incivility when followers possess high social skills, are strongly motivated to perform to avoid the negative consequences associated with not performing, by external rewards and an internal desire for achievement, and when followers’ personal values are aligned with the interests of the organisation. With respect to the context, this study found positive organisational outcomes are achievable in spite of senior leader incivility in environments where senior leader incivility is a cultural norm and when the risks associated with not performing could be disastrous. The findings of this study contribute to the extant literature related to workplace incivility.