Workplace Ostracism as a Mediating Variable in the Relationship between Paradoxical Leader Behaviours and Organizational Inertia

Abstract

Background and Purpose: Many organizations suffer from an increased in the paradoxical behaviours of leaders, leading to followers to feel lonely and the workplace ostracism, which negatively effects the emergence of organiza­tional inertia. The main purpose of this study is to examine direct and indirect effect of paradoxical leader behaviours on organizational inertia through the mediating role of the workplace ostracism.
Design/Methodology/Approach: Using the convenience sampling technique, a self-administered survey was con­ducted at the level of a sample (n = 564) of employees in the factories of the State Company for Textile and Leather Industry in Iraq. Structural equation modelling (SEM) was employed to test the proposed research model using the AMOS v.24 software.
Results: The findings revealed that paradoxical leader behaviours have a significant effect on workplace ostracism and organizational inertia. Further, workplace ostracism significant effect on organizational inertia. In addition, the study empirically supports the mediating effect of workplace ostracism on the relationship between paradoxical leader behaviours and organizational inertia.
Conclusion: When paradoxical behaviours arise in the behaviour of an organization’s leaders, it will have an influ­ence on the emergence of workplace ostracism amongst employees, hence the subsequent emergence of organi­zational inertia in general in the work environment. Based on these results, this study should be of help to leaders in avoiding paradoxical behaviours in terms of maintaining a certain equilibrium in dealing with employees to find a positive work environment that reduces staff ostracism, and thus organizational inertia.
Key words: Paradoxical Leader Behaviours, Workplace Ostracism, Organizational Inertia