Conflict management climate and the prevention of workplace bullying: a multi-cohort three-wave longitudinal study

Purpose This study aims to investigate whether a strong conflict management climate (CMC) over time is associated with reduced reports of workplace bullying and whether it buffers the long-term association between workplace bullying at baseline and subsequent exposure to bullying. The authors’ hypothesized that CMC would moderate this association over time, even after adjusting for the activity level of the immediate superior. Design/methodology/approach This study used a three-wave longitudinal design spanning three and a half years, with a four-cohort sample of 1,093 employees. Findings The results showed that the long-term association did depend on CMC, independent of the activity level of the immediate superior. In addition, the study indicated a strong direct effect of CMC on workplace bullying levels. Theoretically, these effects may be understood through facets of the conservation of resources theory. Practical implications The study highlights the importance of a strong CMC at work as a preventive measure against workplace bullying, fostering employees’ trust that interpersonal conflicts will be handled promptly, effectively and fairly, reducing the likelihood of escalation into mistreatment or abusive behaviours. Originality/value The study’s originality lies in its extended timeframe (three and a half years), the separate measurement of CMC between bullying assessments and the adjustment for supervisor activity level, which allows for isolating the effect of CMC. These factors made detecting the moderating effect more challenging, yet the authors’ still found a significant moderating effect of CMC.