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Workplace bullying is a universal threat with statistics available at global level prominently suggesting that this phenomenon is thriving like a pandemic worldwide. Limited literature on workplace bullying from Indian perspective can be attributed to the paucity of standardized tools for investigating its prevalence. This study reports validation, psychometric properties, and cutoff scores for Negative Acts Questionnaire–Revised (NAQ-R) in Indian sample ( N = 1,053). Confirmatory factor analysis (CFA) revealed a best fit three-factor model of work-related bullying, person-related bullying, and physically intimidating bullying NAQ-R demonstrated high reliability and validity using CFA and Pearson's correlation with measures of burnout, work engagement, and perceived victimization. Two cutoff points for NAQ-R were formulated using receiver operating characteristic curve for categorizing respondents as "never bullied" (scores below 40), "occasionally bullied" (scores between 40 and 56), and "severely bullied" (scores above 56). Based on these scores, 46% of the employees were found being bullied at work, either occasionally or frequently. NAQ-R is a valid and psychometrically sound measure to examine workplace bullying in India. Clear cutoff scores may help practitioners in designing prevention and intervention strategies. As NAQ-R is the most extensively tried and tested measure of workplace bullying worldwide, the findings of the study may facilitate cross-cultural comparisons.

The common part of leadership culture in a country's organizations is conceptualized here as an adaptation to the non-cultural environment. This society-level study shows that middle managers from 61 societies in 58 countries hold different views on destructive versus constructive leadership profiles depending on the harshness of thermal climate and the degree of collective wealth. The cognitive contrast between more destructive autocratic and self-protective leadership components and more constructive team-oriented and charismatic leadership components is construed as small in harsh/poor environments (e.g. China, Kazakhstan), moderate in temperate climates irrespective of collective wealth (e.g. New Zealand, Zambia), and large in harsh/rich environments (e.g. Canada, Finland). These society-level construals of leadership shed new light on the cross cultural generalizability of theories of people-oriented and task-oriented leadership. In addition, they uncover and clarify the inhibition of managers in richer countries with more demanding climates to complement prosocial with antisocial behavior toward subordinates when appropriate.

PurposeIntention to leave as an outcome of exposure to workplace bullying is well documented in previous studies, yet, research on explanatory conditions for such an association is lacking.Design/methodology/approachThe present study investigates the relationship between injustice perceptions, exposure to bullying behaviors and turnover intention, employing a moderated mediation analysis based on a reanalysis and extension of data gathered among a sample of Norwegian bus drivers (N = 1, 024).FindingsAs hypothesized, injustice perceptions were indirectly related to intention to leave via workplace bullying, however, only under conditions of higher perceived injustice levels.Practical implicationsThe results underscore the importance of preventing workplace bullying and of maintaining ample levels of justice at work, where employees are treated with fairness and respect.Originality/valueThe study adds important knowledge to the bullying literature by focusing on the role of mechanisms and moderators in bullying situations, investigating how the combination of workplace bullying and injustice perceptions is reflected in employees' intention to leave the organization.