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THE NEGATIVE EFFECT OF INCIVILITY ON JOB SATISFACTION
THROUGH EMOTIONAL EXHAUSTION MODERATED BY
RESONANT LEADERSHIP
Abdul Samad Dahri
Faculty of Business Administration and Social Sciences
Mohammad Ali Jinnah University, (Pakistan).
E-mail: dahriabdulsamad@gmail.com ORCID: https://orcid.org/0000-0003-4517-3493
Muhammad Asif Qureshi
Faculty of Business Administration and Social Sciences
Mohammad Ali Jinnah University, (Pakistan).
E-mail: qureshimuhammdasif@gmail.com ORCID: https://orcid.org/0000-0002-6081-5805
Abdul Ghaar Mallah
Department of Business Administration
Government Degree college. University of Sindh, (Pakistan).
E-mail: ag83.mallah@gmail.com ORCID: https://orcid.org/0000-0001-7174-3838
Recepción:
22/04/2020
Aceptación:
10/06/2020
Publicación:
24/11/2020
Citación sugerida:
Dahri, A. S., Qureshi, M. A., y Mallah, A. G. (2020). The negative eect of incivility on job satisfaction through
emotional exhaustion moderated by resonant leadership. 3C Empresa. Investigación y pensamiento crítico, 9(4), 93-123.
https://doi.org/10.17993/3cemp.2020.090444.93-123
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ABSTRACT
Job dissatisfaction challenge among nurses has a remarkable impact on patient safety and quality of
any healthcare system. The study examines the negative eect of workplace incivility on job satisfaction
among nurses through the mediation of emotional exhaustion and helps understand the moderating
role of resonant leadership between emotional exhaustion and job satisfaction. The study adopts a
cross-sectional self-administered survey design to collect 129 responses of registered nurses based on
a stratied random sampling technique in Pakistan. Smart-PLS analyzed data revealed the statistically
direct insignicant eect of workplace incivility and signicant indirect eect on job satisfaction through
emotional exhaustion. The results armed the emotional exhaustion mediation where resonant leadership
had a signicant positive moderating role that buered the negative eect of emotional exhaustion
on job satisfaction. Though potentially useful for HR managers, this study is exposed to sample and
generalizability limitations. Therefore, opens consideration for solutions in further explorations.
KEYWORDS
Resonant Leadership, Workplace incivility, Emotional exhaustion, Job Satisfaction.
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1. INTRODUCTION
The healthcare stands as the backbone for the development and growth of any nation (Mills, 2014)
which mainly comprises of nurses in general (Davis, Sloan, & Wunderlich, 1996). Likewise, in a survey
of 1,507 adults in the UK, care providers were ranked as more important than lawyers, bankers, and
politicians. Whereas, nurses were ranked the second most important, after doctors in healthcare (Ford,
2015).
Moreover, 1 million patients die annually in hospitals across the world due to avoidable patient-related
errors (Godschalk, Hartel & Sbrzensy, 2017). Where, nurses found to play a unique role by interpreting
working conditions, improving interpersonal relations among sta and supervisors and intervening for
lower patient-related errors and well-being (Kohn, Corrigan, & Donaldson, 2000). Therefore, patient-
centered nursing actions can impact the whole system in hospitals (Houck & Colbert, 2017).
Sadly, job dissatisfaction was spotted as one of the chronic issues amongst nurses by scholars for example
Irvine and Evans (1995); Takase, Maude, and Manias (2005); Lu, While, and Barriball (2007). Also
reported in 2013 by Business Insider that registered nurses had the 14th unhappiest job in America
(Griswold, 2013). Moreover, reduced job satisfaction among nurses was reported to have nancial
consequences for the healthcare sector, such that, healthcare sector is $ 300 billion question as a global
investment pointed in World Economic Forum by Bernaert and Dimitrova (2017) and with an all-time
high investment of $142.6 billion was marked for 2016 for developing country which most countries
failed to achieve. As per KPMG report (Kerfoot, 2015) in the United States alone, dissatised employees
were counted for worth $ 4.4 million nancial loss.
Similarly, the nursing sector has gone through several changes over time (Kraft, Kästel, Eriksson,
& Hedman, 2017) thus job satisfaction needs continuous monitoring (Coomber, & Barriball, 2007),
particularly among nursing employees in developing countries like Pakistan. Therefore, job satisfaction is
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vital to retaining and attracting well-qualied personnel in the healthcare sector (Mosadegh & Hossein,
2006).
No doubt there could be several reasons as complexity and conditions at healthcare workplaces such as
increased stress, work pressure, conict costs, patient safety risk resulting in job dissatisfaction among
nurses and lack of delivering quality care in healthcare service (Bird, 2015). Past literature reveals
organizations suer nancial losses due to counter-productive behaviors at the workplace (Lawrence
& Robinson, 2007) which violate important organizational norms and present threat to the well-being
of an organization (Robinson & Bennett, 1995) and termed as workplace incivility by Andersson and
Pearson (1999).
As evident in Pakistani context studies that healthcare remains an emotionally exhaustive workplace
as an outcome of many factors typically, uncivil behavior from within and outside hospital premises
(Laeeque, Bilal, Hafeez, & Khan, 2018) which plunges job satisfaction among nurses in public healthcare
in context of Pakistan (Shah, Ali, Dahri, Ahmed & Brohi, 2018; Dahri & Hamid, 2018). Even though,
incivility is very less known in literature and lacks exploration (Walker, 2014) specically from Asian
perspective (Ghosh, 2017).
As emotional exhaustion bridges the negative eect between incivility and job satisfaction, here, leaders
can play as major inuencer. As employees look upon their leaders for acceptable conduct at workplace
(Koseoglu, Liu, & Shalley, 2017). Clark and Springer (2010) found that 85% nurse endorsed nurse
leaders can create civil and respectful environment through mentoring and role-modeling. Accordingly,
Wilkes, Cross, Jackson, and Daly (2015) found positive eect of nurse leadership style on incivility in the
nursing environment.
On contrarily, Cassum (2014) revealed that in Pakistani context abuse from leaders is social norm.
Whereas, according to Iqbal, Fatima, and Naveed (2020) empirically found that leaders with sympathy
towards subordinates and concern with their values results in positive behavioral outcomes. In this
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regard, Casale (2017) claims resonant leaders have built in emotional intelligence ability to address
subordinates’ negative emotional experiences of incivility which also helps settling ones’ dissatisfaction
among academia nurses Therefore, literature derives potential investigation for role played resonate
leadership to buer negative eect of emotional exhaustion on job dissatisfaction among nurses.
2. LITERATURE REVIEW
Incivility is one of the factors that has not only sabotaged varying international workplaces such as
in Canada (Laschinger, Leiter, Day, Gilin-Oore, & Mackinnon, 2012), Korea (Kim & Shapiro, 2008),
Singapore (Lim & Teo 2009); but also aected the local context healthcare sector nurses in Pakistan (Zia-
ud-Din, Arif & Shabbir, 2017). The worsening situation due to lack of government attention (Basharat,
2017) is consequently dampening job satisfaction among public hospital nurses in Pakistan (Laeeque, et
al., 2018).
Despite the impact, incivility was found insignicant with job satisfaction in Turkish Airline employees
by Cingöz and Kaplan (2015) and among African nurses by Alola, Olugbade, Avci, and Öztüren (2019).
Literature reveals mediating role of emotional exhaustion on job satisfaction arising out of negative
factors at workplace. For instance, nurses in healthcare sector are prone to emotional exhaustion due
to emotional demands of work exceeding one’s endurance during interpersonal interactions (Maslach,
Schaufeli, & Leiter, 2001). Hur, Kim, and Park (2015) in this direction reported incivility as major
negative factor that prompts emotional exhaustion which reduced the job satisfaction among nurses.
Similarly, in Pakistan, Khan, Imran, and Nisar (2016) reported nurses experience emotional exhaustion
among registered nurses which eventually reduced their job satisfaction.
On contrary, inconsistencies were observed in literature regarding the mediating role of emotional
exhaustion. Such as, Khokhar, Chaudhry, Bakht, Alvi and Mohyuddin (2016) while examining mediating
role of emotional exhaustion and found not related to stressing factors in hospitals. Similarly, Aryee,
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Sun, Chen, and Debrah, (2008); Knudsen, Ducharme, and Roman (2009); followed by Tayfur, Bayhan
Karapinar, and Metin Camgoz, (2013) also found emotional exhaustion inconsistent mediating results
against hypothesized relations. While, emphasized for further investigation regarding mediating role of
emotional exhaustion which this study has attempted to explore.
Moreover, leaders aect the employees and get things done (Piccolo & Colquitt, 2006). Even though,
management articulate policies that are implemented and practices by leaders in eld forefronts for well-
being in general. Yet, Shahid (2015) revealed in global trends that 86% respondents agree to leadership
crises. Reected for healthcare sector in a recent survey by AMN (2017) highlighting 82% nurses who
agree for the severe need of leadership.
Though leadership style has been discussed much, yet, needs further exploration as a leadership style
may vary person to person perception, creating a gap of less agreed denition (Janda, I960). Similarly,
Voon, Lo, Ngui, and Ayob (2011) contends the eect of leadership may also vary according to the style
of leaders with respect to subordinates.
Resonant leadership style develops emotional intelligence that remedies dierent work-related strains
(Cummings, 2004). The resonant leadership domains include emotional self-awareness, self-management,
socio-political awareness, and eective management of others (Goleman, Boyatzis & McKee, 2002).
In a systematic review, leadership styles were consistent with the notion of resonant leadership and
were associated strongly with buering conict management, job security, anxiety, as well as emotional
exhaustion, and job satisfaction (Cowden, Cummings, & ProfettoMcGrath, 2011).
This notion becomes handy when dealing with individuals working in the social service sector where
emotionally intense working environment leads to emotional exhaustion among employees (Dormann
& Zapf, 2004) and reduces their job satisfaction (Coomber & Barriball, 2007) such as healthcare sector.
Similarly, Estabrooks and colleagues (2011) examined that resonant leadership had signicant eect to
reduce the variation of emotional exhaustion, and job satisfaction.
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3. THEORETICAL PERSPECTIVE
Job Demands-Resources (JD-R) model (Schaufeli & Bakker 2004), where, occupation may have its own
specic risk factors associated with burnout or occupational stress, classied as job demands (Bakker,
Demerouti, & Euwema, 2005). Whereas, COR theory (Hobfoll, 1989) suggests any stressor at workplace
will deplete the emotional resource. In the context of AET theory by Weiss and Cropanzano’s (1996) any
negative event will aect negatively and vice versa.
Similarly, empirical evidence indicates a chronic pattern of nurses experiencing incivility in healthcare
sector sourced from the doctor, physician, co-worker, patient and their family that drains emotional
resources serves as a chronic stressor (Lee and Ashforth 1996). These micro stressors such as workplace
incivility, which deplete emotional resources (Cortina et al., 2001) resulting in emotional exhaustion
among nurses (Guidroz et al., 2010) leading to reduced job satisfaction (Cortina et al., 2001).
Whereas, in the light of literature and supporting theories, the resonant leadership with emotional
intelligence capability may supplement the positive emotional resource and tune-in to buer the
inconsistent negative relation between emotional exhaustion and job satisfaction. Thus, resonant
leadership will serve as a positive event and job resource to mitigate the negative eect of emotional
exhaustion on job satisfaction caused by job demand (stressor) such as workplace incivility.
4. HYPOTHESIS DEVELOPMENT
4.1. WORKPLACE INCIVILITY AND JOB SATISFACTION
Workplace incivility is an experience of uncivil interaction from dierent sources which can source
from coworker or customer (Schilpzand, Pater, & Erez, 2016). Accordingly, Flanagan and Flanagan
(2002) reported that the way employee interact had a profound impact on their level of job satisfaction.
Similarly, previous studies have found workplace incivility to be associated with increased psychological
distress and organizational withdrawal, as well as decreased job satisfaction (e.g., Cortina, Magley,
Williams, & Langhout, 2001; Lim & Cortina, 2008).
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H1: Workplace incivility experience has a negative inuence on job satisfaction.
4.2. WORKPLACE INCIVILITY AND EMOTIONAL EXHAUSTION
Exposure to uncivil behaviors can have a negative inuence on employees in terms of mood, cognitive
distraction, fear, perceived injustice, damaged social identity, and anger (Barling, Rogers, & Kelloway,
2001). Such as being ignored by a coworker, patients at the hospital, excluded or not invited in an
important meeting, rude or harsh words by others in a disrespectful manner (Pearson, Andersson, &
Wegner, 2001). These uncivil behaviors are wired strongly with employee emotional exhaustion. This
argument followed by Laschinger, Leiter, Day, and Gilin (2009) as interaction with the coworker is among
events of depletion of emotional resources and appraise feeling of exhaustion.
H2: Workplace incivility is positively associated with emotional exhaustion.
4.3. EMOTIONAL EXHAUSTION AND JOB SATISFACTION
Job satisfaction is an attitude reecting how well people like or dislike their job (Spector, 1985). Relevantly,
healthcare frontline employees face more interaction within and outside of the hospital, this takes out
their emotional resources and eventually brings in emotional exhaustion eventually aecting one’s job
satisfaction negatively. In past literature, emotional exhaustion consequences encompass associations
with conicts at work and reduced job satisfaction (Wolpin, Burke, & Greenglass, 1991). Thus seemingly,
emotionally exhausted employees often develop negative attitudes about customers, the organization,
their job, and themselves (Cordes and Dougherty, 1993).
Similarly, in dierent eld such as public healthcare sector, 42.2% from a sample of 179 physicians in
the hospital of Sindh, reported experiencing emotional exhaustion having a negative impact on job
satisfaction (Zafar, Khan, Siddiqui, Jamali, & Razzak, 2016).
H3: Emotional exhaustion has a negative eect on job satisfaction.
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4.4. EMOTIONAL EXHAUSTION AS A MEDIATOR
Extended studies show that it is undeniable that emotional exhaustion has accumulated mediating
eects between negative workplace factors and employee job outcome such as job satisfaction. Such
that, emotional exhaustion successfully mediates the relationship between abusive supervisor and job
satisfaction (Aryee, Sun, Chen, & Debrah, 2008). Similarly, literature has also reported emotional
exhaustion as a useful mediator between the relationship of coworker incivility and job satisfaction based
on AET among 286 retail bankers (Hur, Kim, & Park, 2015). Moreover, recently, Khan, Imran, and Nisar
(2016) highlighted that emotional exhaustion has a direct signicant relationship with job satisfaction. It
is; therefore, the mediating role of emotional exhaustion was essential to examine, specically with job
satisfaction as a dependent variable among nurses aected by workplace incivility as a predictor variable.
H4: Emotional exhaustion will mediate between the relationship between workplace incivility and job
satisfaction.
4.5. MODERATING ROLE OF RESONANT LEADERSHIP
According to Baron and Kenny (1986) moderator is eective when there exists inconsistent relation
among variables. Likewise, the inconsistent results between emotional exhaustion and job satisfaction
were observed by dierent scholars (e.g., Khokhar et al., 2016; Aryee et al., 2008; Knudsen et al., 2009;
Tayfur et al., 2013) which calls for the potential moderator between emotional exhaustion and job
satisfaction to buer the negative eect of emotional exhaustion on job satisfaction.
According to Tian, Zhang, and Zou (2014) argued that supervisor support moderates the negative event
and its mediated outcome, thus respective scholarly knowledge needs further expansion. Further, in this
regard Marturano (2016) emphasized considering logic and ethics as key elements regarding leadership
studies to promote organizational and cultural way of thinking. With empathy, emotional and self-
awareness, resonant leadership serves this purpose at best. Resonant leaders intend to boost performance
by relationship management, empathy, authenticity and emotional harmonization. Moreover, the
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resonant leadership has the capacity and capability to adapt with respect to situations in the workplace,
therefore, has positive link with job satisfaction and deemed to buer between the emotional exhaustion
on job satisfaction among nurses.
H5: Resonant leadership is positively related to job satisfaction
H6: Resonant leadership will moderate the relationship between emotional exhaustion and job
satisfaction
5. RESEARCH MATERIALS AND METHODS
Wherever Times New Roman is specied, Times Roman, or Times may be used. If neither is available
on your word processor, please use the font closest in appearance to Times New Roman that you have
access to. Please avoid using bit-mapped fonts if possible. True-Type 1 fonts are preferred.
5.1. MEASUREMENT SCALES
5.1.1. RESONANT LEADERSHIP
Measured using the 6-item Resonant Leadership Scale (Cummings, 2006), on 5- point liker type scale
(0.95). Recently used by Laschinger, Wong, Cummings, and Grau (2014) and reported (a=0.94).
5.1.2. WORKPLACE INCIVILITY
Demonstrating verbal or actions of mild disrespectful misbehavior, damaging social norms of conduct.
Measured through 7-items (7-point Likert, 1- not at all to 7- very much) developed by Cortina et al. (2001)
recently used by Zurbrügg and Miner (2016) with alpha = 0.85.
5.1.3. EMOTIONAL EXHAUSTION
Running out of emotional resources due to social stress or job demands that lead employees to emotional
exhaustion. Measured with 9-items (7-point Likert, 1- never to 7- very often) scale was developed by
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Maslach and Jackson (1981), originally scale reported good reliability of scale (alpha = 0.89). While
recently used by Medler-Liraz and Seger-Guttmann (2018) with alpha (0.90).
5.1.4. JOB SATISFACTION
It reveals like or dislike, motivation and attitude of employee towards ones’ job. Measured through 15-
item scale (7-point Likert, 1-completely dissatised to 7-completely satised) developed by Warr, Cook,
and Wall (1979) with original alpha= 0.85, recently used by Koon and Pun (2017) with alpha= .892.
6. METHODS
6.1. POPULATION, SAMPLE, SAMPLING FRAME, AND SAMPLING TECHNIQUE
The research design of the study was cross-sectional and quantitative in nature. The data collection from
736 registered nurses. This population size was divided in large and medium strata based on number
of beds available with hospitals, for which 484 questionnaires were distributed to registered nurses in
city district public hospitals in Sindh province of Pakistan. The sample was drawn on stratied random
sampling based on sample frame with a list of registered nurses as per current attendance register at
hospitals. As a result, 310 questionnaires were received from each stratum making up response rate of
64% in total which is acceptable and above the criteria provided by Sekaran and Bougie (2016) that 30%
response rate as sucient for surveys.
6.2. DATA ANALYSIS
Out of collected 310 questionnaires, 129 in total were useable and screened for outliers and missing
values through SPSS data screening. Where the majority of respondents were female 98 (75.96%) and
the male were only 31 (24.04%). Education levels scored 65 % bachelors and rest were undergraduates.
Whereas, 85% were married and rest were single. While, 75% had work experience above 10 years and
the rest had below 3 years. Screened data was further analyzed by PL-SEM for complete results due to
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the non-normal distribution of data and presented for the present study (Henseler, Ringle, & Sarstedt,
2015).
7. RESULTS
7.1. MEASUREMENT MODEL
For the measurement model, multicollinearity, convergent validity, and discriminant validity values were
evaluated.
7.1.1. MULTICOLLINEARITY TEST
Multicollinearity is tested to assure there is no unusual correlations between variables used in the model.
It increases the standard error values for coecients which is problem for regression analysis and eects
with statistical signicance of (Hair et al., 2014). For multiclonality, Variance Inated Factor (VIF) is
veried. Whereby, Gentile et al. (2009) recommended VIF values should be below 10. Table 1 reveals
acceptable VIF values accordingly for the current model.
7.1.2. CONVERGENT VALIDITY
Hair, Hult, Ringle, and Sarstedt (2014) suggested for convergent validity factor loadings, average
variance extracted (AVE) and composite reliability (CR) must be checked. Results reveal achievement
of recommended values as for factor loadings were higher than 0.6, for AVE values were higher than
0.5 and CR values for measurement were also above 0.7 (see Table 1). However, item (Wi1) with lower
factor loadings was dropped.
7.1.3. DISCRIMINANT VALIDITY
After AVE square and cross loading method following Fronell-Larcker criterion for discriminant
validity of constructs, recent literature is following more rigorous methods for discriminant validity. For
assessment of discriminant validity (Henseler et al., 2015) suggested Hetero-trait-mono-trait (HTMT)
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ratio of correlation evaluation. Where, all values for HTMT should be below 0.90 (Gold & Arvind
Malhotra, 2001) and HTMT values accorded the thresholds for this study construct (see Table 1).
Table 1. Hetero-trait-mono-trait, Variance Inated Factor, Composite Reliability, Average Variance Extracted.
HTMT/ CR/ AVE/ VIF
EE JS RL WI CR AVE VIF
EE 0.957 0.713 1.624
JS 0.551 0.966 0.653
RL 0.217 0.45 0.887 0.566 1.500
WI 0.631 0.451 0.193 0.932 0.664 1.396
Before moving on to structural model t indices are observed to ensure that besides convergent and
discriminant validity, construct validity is also achieved. Where model r indices such as SRMR is one of
these recommended measures before further analysis as a poor model cannot be trusted. SRMR <0.1 is
acceptable, whereas, values below 0.055 represents an ideal t (Hair, Black, Babin, Anderson, & Tatham,
2010). Likewise, SRMR for the current model is 0.062 that gives full condence to model to proceed
for complex results.
7.2. STRUCTURAL MODEL
For assessing the structural model (Table 2, and Figure 1), standard beta, t-values via were produced
by bootstrapping on resampling of 5000, the R
2
, predictive relevance (Q
2
), and the eect size (f
2
) were
examined suggested by Hair et al. (2014).
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Table 2. Structural model.
Path Beta St. Dev T Value P Value R2 f2
EE -> JS -0.322 0.088 3.654 0.00 0.358 0.122
RL -> JS 0.26 0.075 3.489 0.00 0.479 0.119
RL*EE JS -> JS 0.239 0.057 4.217 0.00 0.155
WI -> EE 0.598 0.063 9.558 0.00 0.558
WI -> JS -0.177 0.101 1.752 0.08 0.038
Indirect (Mediation) Coefcient
WI -> EE -> JS
-0.192
(-0.228)
0.06 3.221 0.001
Referring to Table 2, results reveal statistical support for hypothesized relations as H2, H3, H4, H5 and
H6 except H1, where statistically insignicant direct relationship between workplace incivility (WI) and
job satisfaction (JS) (b= -0.177, p> 0.05) results not supporting H1.
The direct relationship between resonant leadership (RL) and job satisfaction was signicant (b= 0.26,
p<0.01), and direct relationship between emotional exhaustion (EE) and job satisfaction (b= -0.322, p<
0.01) was statistically signicant. Similarly, the indirect relationships between workplace incivility was
signicantly mediated by emotional exhaustion on job satisfaction (b= -0.192, p<0.001). Whereas, the
moderated eect (in bold) of RL between EE and JS (b= 0.239, p<0.01) was also statistically signicant
and supported the hypothesis.
The value of R
2
and f
2
values must be between ‘0’ to ’1’, suggested by Hair et al. (2014) to examining the
change explained by independent variable (IV) on dependent variable (DV) through R
2
and to see the
eect size of IV on DV through f
2
. Table 2 shows Table 2 describes variance (R
2
) in EE is 35.8% and in
JS is 47.9% from the respective IV and DV in the model. While, the results of f
2
suggest acceptable eect
size in support of hypothesized relations following Cohen (1988) guideline.
It is important to mention that a signicant negative eect of WI through EE on JS was (b= -0.382)
which after moderation of RL was reduced (b= -0.322) and reected in diverse standard deviation in
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responses of respondents for respective variables. Further, Table 2 elaborated as f
2
, depicted at 12.2%
for EE on JS, 11.9% for RL on JS, 15.5% shows moderating eect of RL on EE and JS, for WI on EE
55.8%, and eect of WI on JS was low due to insignicant statistical relation at 3.8%. These variations
are at peak for relationship between EE on JS which in particular, shows the positive and signicant
buering eect of RL on negative EE eect towards JS. Tabular description is depicted in following
gure that shows acceptable path coecient and t-values for inner and also reveals cross loadings with
t-values of each item for outer model.
Figure 1. Structural model.
Finally, for the predictive relevance of the model through blindfolding procedure by Hair et al., (2014) was
followed. Where the Q
2
values were greater than ‘0’, suggesting sucient model productiveness. Which
were 0.231 for EE and 0.281 for JS. This reveals that hypothesized model has subsequent predictive
relevance for EE at 23.1 % and 28.1% for JS respectively.
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Since moderating variable is continuous in nature, thus product indicator approach was applied (Henseler
& Fassott, 2010) using Smart-PLS referring to Figure 2 that visualizes the interaction of moderating
variable RL which reduces the negative relationship between EE and JS. Hence, supporting H6 as
resonant leadership to buer the negative relation between EE and JS.
12
FFiigguurree 11.. Structural model.
Finally, for the predictive relevance of the model through blindfolding procedure by
Hair
et al
., (2014) was followed. Where the Q
2
values were greater than ‘0’, suggesting
sufficient model productiveness. Which were 0.231 for EE and 0.281 for JS. This
reveals that hypothesized model has subsequent predictive relevance for EE at 23.1 %
and 28.1% for JS respectively.
Since moderating variable is continuous in nature, thus product indicator approach was
applied (Henseler & Fassott, 2010) using Smart-PLS referring to Figure 2 that visualizes
the interaction of moderating variable RL which reduces the negative relationship
between EE and JS. Hence, supporting H6 as resonant leadership to buffer the negative
relation between EE and JS.
FFiigguurree 22.. MMooddeerraattiioonn iinntteerraaccttiioonn PPlloott..
1
1.5
2
2.5
3
3.5
4
4.5
5
Low Emotional Exhaustion High Emotional Exhaustion
Job Satisfaction
Moderator
Low Resonant Leadership
High Resonant
Leadership
Figure 2. Moderation interaction Plot.
8. DISCUSSION
This study has put an eort to address the problem of job satisfaction among nurses in public healthcare
hospitals in Pakistan. Where workplace incivility was emphasized to be the factor that has direct negative
relation with job satisfaction (H1) and emotional exhaustion (H2). Results of the analysis revealed the
rejection of direct eect of incivility on job satisfaction (H1) which is also in line with Alola et al. (2019) who
stated the same results among nurses in the Africa. These results are not only in line with past literature
but also practical, as workplace incivility is covert feeling (Andersson & Pearson, 1999) that leaves a deep
mark of negative emotions rather direct indication or reporting for discomfort or dissatisfaction.
Accordingly, the indirect signicant relation of workplace incivility and job satisfaction gives insight
that nurses avoid the source of incivility by engaging more in absenteeism and turnover rather direct
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reporting job dissatisfaction as an output. Thus, H2 was also supported between workplace incivility and
emotional exhaustion which further mediated the workplace incivility eect on job satisfaction indirectly
among nurses supporting. Therefore, workplace incivility is threat to any organization if not directly
then indirectly has the potential to sabotage workplace.
Though, leadership features ranging from good to bad are discussed in research, resonant leadership
style has recently been spotted for self-awareness, socio-political skill, and emotional intelligence
increases the chance of enhancing job satisfaction and may lower negative job evaluation (Goleman et
al., 2002). Thus, misbehaved, emotionally exhaustive working, and low job satisfaction can be helped
by potential buering features of resonant leadership which was reected in H3. Thus, the successful
emotionally intelligent resonance of leaders does inuence positively to settle the escalated negative
eects of workplace incivility carried thorough emotional exhaustion on job satisfaction among nurses
in the public healthcare sector.
9. PRACTICAL AND THEORETICAL IMPLICATION
This study is quite useful statistically and practically by highlighting the job dissatisfaction issue caused
by workplace incivility and transferred with more power destroying nurses’ job satisfaction through
emotional exhaustion. Where, the indirect eect of incivility at the workplace through emotional
exhaustion may be reduced in terms of employee feedback and understanding the emotional issues
of nurses by their leaders more practically in the eld. Moreover, resonant leaders have a key role to
buer these negative eects between escalated emotional exhaustion and job satisfaction among nurses.
While, providing more exibility, motivation, and sharing ownership of the work between resonant
leader and employees stands out as an eectively ecient solution for HR managers and policymakers.
Where positive resonating moderating eect of resonant leadership with emotional intelligence suggest
saving millions of dollars and a million lives of patient, particularly in developing countries like Pakistan.
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Therefore, programs arranged by management to enhance resonant leaders’ skills and improve employee
interaction with leaders would be tremendously resourceful in cultures such as Pakistan.
Theoretically, all three theories in social science (JDR, COR, AET) found in-line with literature and
ndings of this study have theoretically expanded in the eld of resonant leadership as moderating
variable to help develop a civil working environment and helping to address the job satisfaction issue
among nurses in Pakistan. These results imply that even though incivility induce risk of job dissatisfaction
boosted by emotional exhaustion among healthcare employees. Where resonant leadership attracts
more research inux as moderator by buering eect on interactional, job and negative events related
negativities on job satisfaction.
10. CONCLUSIONS
This study emphases the buering role played by the resonant leaders in exhaustive working conditions
which is chronical in social interaction jobs, specically in healthcare sector. Uncivil behavioral conduct
must also be focused by scholars as it burns the emotions and nurtures never ending spiral of negative events
that engulfs the whole organization. This study provides empirical evidence to support the argument that
resonant leadership style can play positive role between the emotional exhaustion and job satisfaction
among nurses. Moreover, limited resources, lack of government interest, unethical behavioral conduct,
discourteous interaction experienced by nurses devastates their emotions. This emotionally exhaustive
workplace tarnishes job satisfaction among nurses, where emotional intelligent skills of resonant leaders
are practical and appreciable. Likewise, the authors believe that hospital management would arrange
workshops to nurture resonant leadership style in nurses’ supervisors to help overcome satisfaction
concern among nurses regarding their job. This study is among a few initial studies that expand the
literature on resonant leadership regarding reducing the indirect eect of workplace incivility on job
satisfaction in an emotionally exhaustive environment of developing country like Pakistan. Interestingly,
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this study conrms the buering eect of resonant leadership style that would prove a milestone for a
longer sustainable quality and satisfying healthcare services by satised nurses.
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