Grounded in the cognitive–motivational–relational (CMR) theory of emotions and
social power theory, the author conducted a multilevel study to examine the links
between employees’ emotional responses and workplace incivility from different
sources at workplace. Organizational power distance effects on links between incivility
and employee’s emotions will also be analyzed. Specifically, the author predicted that
coworker incivility might be positively associated with target’s anger and positive
associations would be found when linking incivility from supervisor as well as customer
to employees’ fear and sadness. The author also hypothesized that the impacts of
incivility on employee well-being are stronger for those in organizations with high
power distance values. The research sample included 219 non-managerial employees
from 38 organizations in Vietnam and Taiwan. All research hypotheses were supported
by the data except for the moderating effect of organizational power distance on the
relationship between supervisor incivility and employee sadness. The findings suggest
that although incivility is considered as social norm violation, the instigator’s power and
legitimacy affect the target’s appraisal. Organizational culture, such as power distance,
also sets boundaries in which individuals interact with others.

Grounded in the cognitive–motivational–relational (CMR) theory of emotions and
social power theory, the author conducted a multilevel study to examine the links
between employees’ emotional responses and workplace incivility from different
sources at workplace. Organizational power distance effects on links between incivility
and employee’s emotions will also be analyzed. Specifically, the author predicted that
coworker incivility might be positively associated with target’s anger and positive
associations would be found when linking incivility from supervisor as well as customer
to employees’ fear and sadness. The author also hypothesized that the impacts of
incivility on employee well-being are stronger for those in organizations with high
power distance values. The research sample included 219 non-managerial employees
from 38 organizations in Vietnam and Taiwan. All research hypotheses were supported
by the data except for the moderating effect of organizational power distance on the
relationship between supervisor incivility and employee sadness. The findings suggest
that although incivility is considered as social norm violation, the instigator’s power and
legitimacy affect the target’s appraisal. Organizational culture, such as power distance,
also sets boundaries in which individuals interact with others.

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