The Relationship between Laissez-Faire Leadership and Cyberbullying at Work: The Role of Interpersonal Conflicts

Abstract

A person can experience cyberbullying at work when exposed to repetitive and intrusive negative acts facilitated by new information and communication technologies (ICTs). The incidence of workplace cyberbullying has rapidly increased following the COVID-19 pandemic. This issue does not arise in isolation; leadership plays a critical role. Leaders who fail to set clear rules and provide minimal supervision may exacerbate interpersonal conflicts among subordinates. This study explores the role of laissez-faire leadership and interpersonal conflicts on workplace cyberbullying from a gender perspective. A two-wave panel study was conducted (N = 1995; 53.6% women; M age = 42.02 years old; SD = 9.23; age range: 18–74 years old). Our findings indicate no direct relationship between laissez-faire leadership and workplace cyberbullying; however, there is a significant indirect relationship. Laissez-faire leadership is associated with a higher frequency of interpersonal conflicts, which in turn are related to cyberbullying, making interpersonal conflicts a mediator. Additionally, gender moderates the relationship between interpersonal conflicts and workplace cyberbullying. Our results suggest that interpersonal conflicts may increase exposure to cyberbullying, particularly for men under laissez-faire leadership. These findings have managerial implications for introducing tailored interventions to prevent workplace cyberbullying.

Keywords

• workplace cyberbullying
• cyberbullying at work
• cyberincivility
• gender differences
• laissez faire leadership
• interpersonal conflicts