Experienced incivility amongst local government CEOs: The moderating role of surface acting and negative work affect

Abstract

We examine local government Chief Executive Officers' (LG CEOs) experiences of incivility, the negative subjective well-being consequences, and individual factors that can reduce these interpersonally challenging work experiences. In Study 1, we contrasted the social distance theory of power and the importance of context to explore experienced incivility amongst LG CEOs (N = 43) using semi-structured interviews. Results pointed to the critical role of context such that LG CEOs reported experiencing incivility, with many describing it as ‘professional incivility’ characterised by high frequency and intensity of otherwise normal work-related behaviours (e.g. emails). The findings also highlighted perceived psychological and physical well-being consequences that LG CEOs associated with incivility experiences. Additionally, greater LG CEO surface acting and less negative work affect emerged as two salient factors bounding their incivility experiences. Elaborating on Study 1 insights and reoccurring themes, we developed and examined a moderated mediation model in Study 2 including LG CEOs (n = 92) and non-CEOs (n = 192) as a referent comparison. Results suggested that LG CEOs who reported higher surface acting and lower negative work affect reported experiencing less incivility, which corresponded with improved subjective psychological and physical well-being. Our mixed-method research integrates the insights of the interpersonally demanding social context of LG CEOs by exploring factors that could attenuate the experienced incivility of LG CEOs, whilst contributing to the nascent literature on leader and CEO, in particular, well-being.