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Table 3 Results from HLM analysis—Mediating effects

From: More humility, less counterproductive work behaviors? The role of interpersonal justice and trust

Variables

Subordinates’ CWB-S

Interpersonal justice

Trust in supervisor

M1

M2

M3

M4

M5

M6

M7

M8

Intercept

1.79**

1.79**

1.79**

1.79**

4.82**

4.83**

4.47**

4.47**

Level 1

 Follower age

0.01

0.01

0.01

0.01

−0.01

− 0.01

−0.01

0.01

 Follower gender

0.01

0.01

0.01

0.03

−0.07

0.01

−0.05

0.03

 Follower education

0.03

0.03

0.03

0.03

0.01

0.02

−0.05

−0.03

 Leader humility

 

−0.05*

−0.01

− 0.01

 

0.49**

 

0.67**

 Interpersonal justice

  

−0.11*

     

 Trust in supervisor

   

−0.08*

    

Level 2

 Leader age

−0.01

−0.01

− 0.02

−0.01

0.01*

0.02*

0.01

0.01

 Leader gender

0.24

0.24

0.17

0.25

−0.02

−0.01

0.17

0.12

 Leader education

−0.19*

−0.20*

− 0.25*

−0.18*

0.10+

0.09

0.01

−0.02

 Companies

−0.09

−0.09

− 0.23

−0.11

0.31**

0.28**

0.21

0.14

Variance

 σ2

0.08

0.07

0.06

0.06

0.50

0.36

0.69

0.41

 τ00

0.39**

0.39**

0.39**

0.39**

0.04+

0.07**

0.11*

0.18**

R2

 R2level-1

 

0.13

0.14

0.14

 

0.28

 

0.41

  1. Notes. N(level1) = 273, N (level2) = 55; +p < 0.10, *p < 0.05, **p < 0.01; R2level-1 = (σ2 of stepI–σ2 of stepII)/σ2 of stepI