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Purpose: The purpose of the article is to provide further evidence for the work environment hypothesis. According to the work environment hypothesis and as documented by empirical evidence, organizational factors play a crucial role in the development of workplace bullying. However, to better understand and prevent bullying at work and establish sustainable, responsible and ethical workplaces, it is crucial to understand which organizational factors are particularly important in the development of bullying and how these factors, independently and combined, act as precursors to bullying over time. One prominent theory that explains how organizational and individual factors interact is the affective events theory (AET). Design/methodology/approach: In a two-wave, time-lagged study (N = 364), the authors apply AET to test and explain the interplay of organizational factors in the development of bullying at work. Findings: The results revealed that supportive and fair leadership moderates the relationship between role stress and exposure to workplace bullying. Practical implications: Knowledge of the buffering role of supportive and fair leadership practices is important when implementing organizational interventions aimed at preventing bullying at work. Originality/value: Although previous studies have shown the general protecting effects of supportive leadership on exposure to bullying, the current study indicates that high level of supportive and fair leadership practices decreases the level of exposure to bullying, even when role ambiguity and role conflict are relatively high. [ABSTRACT FROM AUTHOR]

Purpose -- This study aims to clarify the relationship between changes in role ambiguity and turnover intentions. The authors propose that increases in role ambiguity over time can bias employees' interpretations such that they come to view more relationship conflict at work. Because of the importance of social relationships at work, the authors propose that these increases in perceptions of relationship conflict mediate the positive effect of increases in role ambiguity on turnover intentions. Design/methodology/approach -- This study is a two-wave longitudinal analysis of survey responses obtained from 146 employees working in the health-care sector over a three-year period. Structural equation modeling of cross-lagged correlations was used to test the hypothesized model. Findings -- The positive relationship between increases in role ambiguity and turnover intentions over time is mediated by increases in relationship conflict. Results provide an integrative explanation of the phenomenon, uniting role theory, conflict theory and turnover theory. Research limitations/implications -- Measures were all self-reported, and the non-experimental nature of the research design precludes causal interpretations. Future research should incorporate sources of measurement other than the focal employee and include additional variables presumed to operate in explaining these effects. Practical implications -- Results highlight the need to monitor changes in employees' role ambiguity beliefs over time. They also point to conflict management interventions as a potential means of reducing turnover intentions among employees who experience role ambiguity increases. Originality/value -- The longitudinal examination of changes in these variables yields new insight into the nature of the relationships between role ambiguity, conflict and turnover intentions. [ABSTRACT FROM AUTHOR]