Skip to main content

Table 3 Results from HLM analysis—Mediating effects

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

VariablesSubordinates’ CWB-SInterpersonal justiceTrust in supervisor
M1M2M3M4M5M6M7M8
Intercept1.79**1.79**1.79**1.79**4.82**4.83**4.47**4.47**
Level 1
 Follower age0.010.010.010.01−0.01− 0.01−0.010.01
 Follower gender0.010.010.010.03−0.070.01−0.050.03
 Follower education0.030.030.030.030.010.02−0.05−0.03
 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− 0.02−0.010.01*0.02*0.010.01
 Leader gender0.240.240.170.25−0.02−0.010.170.12
 Leader education−0.19*−0.20*− 0.25*−0.18*0.10+0.090.01−0.02
 Companies−0.09−0.09− 0.23−0.110.31**0.28**0.210.14
Variance
σ20.080.070.060.060.500.360.690.41
τ000.39**0.39**0.39**0.39**0.04+0.07**0.11*0.18**
R2
R2level-1 0.130.140.14 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