Which leaders lead employees to cyberslack?

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dc.contributor.advisor Kelloway, E. Kevin
dc.creator Debly, David Joseph
dc.date.accessioned 2022-08-30T15:28:01Z
dc.date.available 2022-08-30T15:28:01Z
dc.date.issued 2022-08-21
dc.identifier.uri http://library2.smu.ca/xmlui/handle/01/31032
dc.description 1 online resource (80 pages) : charts
dc.description Includes abstract and appendices.
dc.description Includes bibliographical references (pages 55-69).
dc.description.abstract A new measure of cyberslacking was created. The mediational effects of organizational commitment on the relationship between transformational, passive, and abusive leadership styles and cyberslacking were proposed and explained using the social exchange theory. In a two-wave longitudinal study, Data was collected from 399 participants. Time 1 data was divided into sample A (n=199, exploratory factor analysis) and sample B (n=200, confirmatory factor analysis). Using time 2 data (N=253) a second CFA was conducted and tested a structural equation model examining the mediational effects of organizational commitment on the relationship between leadership styles (transformational and passive) and cyberslacking over time. The cyberslacking measure was found to be reliable and to have good fit. It appears to be a strong alternative for researchers who are interested in looking at cyberslacking in the workplace who are interested in collecting data on a wide array of cyberslacking behaviors. Convergent validity was found for the new online sexual behaviors and gaming factors of the measure. Self esteem and external locus of control were found to have different relationships with the factors of cyberslacking. The mediational effects of organizational commitment on the relationship between leadership styles and cyberslacking were found to be non-significant. Transformational leadership was found to have a significant positive relationship with affective organizational commitment, and abusive leadership was found to have a significant positive relationship with cyberslacking. This suggests further research should be conducted to gain a better understanding into the underlying mechanisms of cyberslacking. en_CA
dc.description.provenance Submitted by Greg Hilliard (greg.hilliard@smu.ca) on 2022-08-30T15:28:01Z No. of bitstreams: 1 Debly_David_MASTERS_2022.pdf: 903881 bytes, checksum: e492e3c9fe84a8cc4d1f365f03948471 (MD5) en
dc.description.provenance Made available in DSpace on 2022-08-30T15:28:01Z (GMT). No. of bitstreams: 1 Debly_David_MASTERS_2022.pdf: 903881 bytes, checksum: e492e3c9fe84a8cc4d1f365f03948471 (MD5) Previous issue date: 2022-08-21 en
dc.language.iso en en_CA
dc.publisher Halifax, N.S. : Saint Mary`s University
dc.subject.lcsh Leadership -- Psychological aspects
dc.subject.lcsh Personal Internet use in the workplace -- Psychological aspects
dc.subject.lcsh Transformational leadership
dc.subject.lcsh Employees -- Attitudes
dc.title Which leaders lead employees to cyberslack? en_CA
dc.title.alternative Cyberslacking
dc.type Text en_CA
thesis.degree.name Master of Science in Applied Psychology
thesis.degree.level Masters
thesis.degree.discipline Psychology
thesis.degree.grantor Saint Mary`s University (Halifax, N.S.)
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