Workplace Aggression: A Multilevel Perspective on Stances, Behaviors, and Outcomes

Background and Purpose

While workplace aggression literature has predominantly focused on individual-level analysis, the multilevel organizational model suggests that organizational phenomena should be examined across different levels (Kozlowski & Klein, 2000; Porter & Schneider, 2014). This study extends previous individual-level research (Hadar et al., 2023; Hadar et al., 2025) by examining workplace aggression at the group level, investigating whether patterns observed at the individual level are replicated at the group level. Specifically, we examined whether aggressive stances (based on planned behavior theory) affect aggressive behaviors, and whether these behaviors influence outcomes such as stress symptoms, emotional exhaustion, and service quality perception. Additionally, we explored top-down cross-level influences from group to individual levels.

Research Questions

1. To what extent does the group level affect the individual level in workplace aggression?
2. To what extent is behavioral workplace aggression affected by aggressive stances at the group level?
3. To what extent are stress, emotional exhaustion, and service quality outcomes of workplace aggression at the group level?

Methods

Data were collected from 490 respondents across 71 departments. Group averages were calculated for all study variables, and linear regression models were conducted using Stata 14 software. To account for possible clustering at the unit level while conducting analyses at the individual level, robust linear regression techniques were employed (equivalent to generalized estimating equation; Rogers, 1993; Williams, 2000). All regression models controlled for demographic and professional characteristics including education level, years of employment, and other relevant variables. The theoretical framework integrated planned behavior theory (Ajzen, 1991) with additional constructs including hostile attribution. Measured variables included:

• Aggressive stances: attitudes, subjective norms, perceived control, and hostile attribution
• Aggressive behaviors: direct aggression, victimization, and hostile climate
• Outcomes: stress symptoms, emotional exhaustion, and service quality perception

Findings

Results demonstrated significant cross-level effects, with group-level variables influencing their individual-level counterparts. Attitudes, subjective norms, and perceived control were significantly associated with hostile climate. Hostile attribution was associated with victimization. Additionally, hostile climate was positively associated with stress symptoms, and aggression was positively associated with service quality.

Implications

This study contributes to limited research on multilevel models of workplace aggression. Findings suggest that interventions targeting workplace aggression should address both individual and group-level factors. The demonstrated top-down effects highlight the importance of group dynamics in shaping individual experiences of workplace aggression. The results emphasize that organizational climate development must focus on group-level attitudes and norms, as these significantly influence individual behaviors and experiences. Furthermore, the findings suggest that hostile climate and aggression in group level function as significant stressors in social service organizations, potentially affecting stress symptoms as well as service quality perception. These insights can inform organizational policies and intervention strategies, particularly within social service settings where workplace aggression may affect both staff well-being and service outcomes.

Keywords: workplace aggression, multilevel analysis, group dynamics, planned behavior theory