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Advances in Social Sciences Research Journal – Vol. 11, No. 2.2
Publication Date: February 25, 2024
DOI:10.14738/assrj.112.2.16426.
Ramlan, M. N., Ahmad, N. N., & Razali, M. Z. M. (2024). The Impact of The Relationship Between, Servant Leadership, Workplace
Bullying, And Microaggression on Employee Resilience. Advances in Social Sciences Research Journal, 11(2.2). 174-198.
Services for Science and Education – United Kingdom
The Impact of The Relationship Between, Servant Leadership,
Workplace Bullying, And Microaggression on Employee
Resilience
Mohamed Nazhif Bin Ramlan
nazhiframlan@gmail.com
Arshad Ayub Graduate Business School,
Universiti Teknologi MARA, Shah Alam, Malaysia
Nursaadatun Nisak Ahmad
*Corresponding author: nursa040@uitm.edu.my
Faculty of Business and Management, Research Initiative
Group, Universiti Teknologi MARA, Shah Alam, Malaysia
Murni Zarina Mohamed Razali
murnizarina@uitm.edu.my
Faculty of Business and Management,
Universiti Teknologi MARA, Shah Alam, Malaysia
ABSTRACT
In the rapidly evolving landscape of Malaysia's Information Technology (IT)
industry, characterized by burgeoning cyber threats and a shortage of skilled
cybersecurity professionals, this research endeavors to unravel the intricacies
surrounding the leadership styles, workplace bullying, and microaggressions on
employee resilience among IT professionals. Rooted in the critical intersection of
Social Exchange Theory and Servant Leadership theory, the study aims to discern
the relationships among these factors and their collective impact in the Malaysian
IT sector. Recognizing the scarcity of studies addressing race-based
microaggressions in this context, particular emphasis is placed on
microaggressions as a dimension of workplace dynamics. Social Exchange Theory
provides a lens for understanding the reciprocal interactions among individuals,
while Servant Leadership theory underscores the importance of leaders serving
their followers' needs and well-being. The research is guided by a comprehensive
set of objectives, including the examination of relationships between leadership
styles, workplace bullying, and microaggression on employee resilience. The scope
of the study extends to cyber security companies in the Klang Valley region,
capturing the essence of IT industry dynamics in Malaysia. By exploring these
intricate relationships, this research endeavors to contribute valuable insights for
organizations grappling with these challenges, offering a strategic understanding
that may mitigate hiring costs, training expenditures, and overall operational
expenses in the IT industry. Expected outcomes include valuable insights for
organizations, contributing to a strategic understanding that mitigates operational
expenses in the IT industry.
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Ramlan, M. N., Ahmad, N. N., & Razali, M. Z. M. (2024). The Impact of The Relationship Between, Servant Leadership, Workplace Bullying, And
Microaggression on Employee Resilience. Advances in Social Sciences Research Journal, 11(2.2). 174-198.
URL: http://dx.doi.org/10.14738/assrj.112.2.16426
Keywords: Servant Leadership, Workplace Bullying, Microaggression, Employee
Resilience
INTRODUCTION
In the modern era, the term "Information Technology" (IT) has become widely used to refer to
the utilization of computers and networks within the context of business operations [1]. It
encompasses various applications such as data generation, manipulation, storage, retrieval,
transmission, handling, exchange, analysis, and security in electronic formats. Furthermore, IT
serves as an umbrella term encompassing telecommunication equipment, software, cyber
security, the internet, and television [1].
The significance of IT extends beyond business environments and extends to personal and
private spheres as well. Particularly with the increasing sophistication of cybercrime, ensuring
the safety of personal and business data is of paramount importance while browsing the
internet or engaging with email communications. IT support plays a vital role in addressing
technical challenges that may arise, ensuring the use of up-to-date software, and identifying the
most effective tools for completing tasks efficiently.
In the IT business, turnover rates are reported to be high, leading to a skills deficit caused by
the imbalanced rise of technology and skill development [2]. This disparity between
technological advancement and human capital capabilities may result in a scarcity of talent
capable of supporting future technology development, particularly in the context of Industrial
Revolution 4.0 (IR 4.0) [3]. Employee retention, specifically intention to leave, has garnered
significant attention from researchers due to its potential consequences, such as increased
absenteeism and decreased job engagement [4]. Within the dynamic landscape of the IT sector,
the concept of intention to leave assumes substantial significance, transcending individual
career decisions to serve as a pivotal indicator of broader industry challenges. The pronounced
turnover rates characteristic of the IT sector not only pose inherent risks to organizational
stability but also underscore the industry's perpetual demand for updated skills. As employees
grapple with the dynamic nature of their roles, the intention to leave manifests as a nuanced
response, indicative of the pursuit of opportunities aligned with emerging technologies and
conducive work environments.
In the domain of leadership within the IT industry, the ascendancy of servant leadership
emerges as a noteworthy phenomenon [5]. Defined by a distinct focus on serving others and
cultivating a supportive work milieu, servant leadership is posited as a potential mitigator of
intentions to leave. Organizations wherein leaders prioritize empathetic engagement, support
mechanisms, and foster employee growth witness a correlated reduction in the propensity of
individuals to explore alternative career paths [6].
Conversely, the underbelly of workplace dynamics within the IT sector is exposed by the
pervasive influence of workplace bullying. Whether overtly expressed or subtly insinuated,
instances of bullying corrode psychological safety and well-being among employees,
precipitating a toxic environment that serves as a compelling catalyst for individuals to
contemplate departure in pursuit of healthier and more inclusive professional landscapes.
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Advances in Social Sciences Research Journal (ASSRJ) Vol. 11, Issue 2.2, February-2024
Services for Science and Education – United Kingdom
Further complicating this intricate landscape, microaggressions contribute to the nuanced
understanding of intention to leave in the IT sector. Manifested as subtle yet impactful
discriminatory actions or remarks, microaggressions amplify challenges within the workplace.
Individuals subjected to these subtle forms of discrimination often experience a sense of
alienation and diminished well-being, exerting a discernible influence on their career decisions.
Consequently, a nuanced comprehension of the prevalence and consequences of
microaggressions becomes imperative in addressing the underlying triggers that potentially
catalyse the intention to leave. Amidst these challenges, the resilience of employees emerges as
a crucial factor influencing their career trajectories. Employee resilience, defined as the ability
to bounce back from adversity and adapt positively to challenging situations [7], plays a pivotal
role in mitigating the adverse effects of workplace dynamics. In the context of the IT sector,
where the rapid pace of technological change and high-pressure environments are
commonplace, resilience employees are better equipped to navigate the complexities of their
roles and persevere in the face of challenges.
Employee resilience serves as a buffer against the potential negative outcomes associated with
workplace challenges [8]. In instances of workplace bullying, resilience employees can
maintain their psychological well-being, resist the harmful effects of mistreatment, and remain
focused on their professional objectives. Similarly, when confronted with microaggressions,
resilience individuals are more adept at managing the emotional toll and maintaining a sense
of self-worth. Moreover, resilience employees are better positioned to cope with the
uncertainty and demands inherent in the IT industry, fostering a work environment where
challenges become opportunities for growth rather than impediments to success.
In summation, the intention to leave within the IT sector emerges as a complex phenomenon,
intricately woven into the interplay of leadership styles, workplace dynamics, the ever-evolving
technological landscape, and the resilience of employees. While servant leadership surfaces as
a potential mitigating force, the omnipresent specters of workplace bullying and
microaggressions underscore the imperative for organizations to systematically address these
challenges and cultivate environments that holistically promote employee well-being and
retention.
LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT
Employee Resilience
In the contemporary workplace, the significance of employee resilience cannot be overstated,
representing a pivotal attribute that denotes an individual's ability to adapt positively in the
face of adversity and rebound from substantial challenges [9]. This multifaceted quality
encompasses a diverse set of characteristics that collectively contribute to an employee's adept
navigation of work-related stressors, setbacks, and uncertainties, transcending mere resilience
to encompass thriving and growth amid adversity.
As delineated by [10], the conceptualization of employee resilience is intricately tied to the
definition of organizational resilience. Organizational resilience is characterized as "a function
of an organization’s overall situation awareness, management of keystone vulnerabilities, and
adaptive capacity in a complex, dynamic, and interconnected environment" [11]. This involves
effective management and overcoming of adversity or crisis, operating in unfamiliar terrain to
fulfil organizational objectives [12]. Drawing from organizational resilience literature,