Supervisor Incivility and Employee Defensive Silence: The Role of Depersonalization as Mediator

Abstract

This study investigates the intricate relationships between supervisor incivility and employee silence, focusing on the mediating role of depersonalization. Drawing on Conservation of Resource (COR) theory, the research examines how low-intensity deviant behaviors from supervisors undermine employees' psychological resources, leading to defensive silence. The findings highlight the critical role of depersonalization in explaining how supervisor incivility exacerbates negative employee outcomes. Depersonalization serves as a significant mediator, linking incivility to defensive silence. Empirical evidence from a quantitative analysis of 224 employees in the Pakistani context supports the hypothesized relationships. Regression and mediation analyses reveal strong positive links between supervisor incivility, depersonalization, and employee silence. Practical recommendations include fostering organizational climates of civility, implementing zero-tolerance policies for incivility. These findings provide valuable insights for organizations aiming to mitigate workplace incivility and its cascading effects on employee behavior.