Emotional and behavioural responses to leader favouritism: investigating the roles of negative emotions and distrust

Purpose This research explores the effects of leader favouritism on two crucial workplace behaviours: employee quiet quitting and workplace gossip. Drawing on the affective event theory and cognitive appraisal theory, it examines the mediating influence of negative emotions and the moderating role of interpersonal distrust. The purpose of this study is to understand how favouritism contributes to disengagement and social toxicity in organizations. Design/methodology/approach Data was gathered from 185 employees within a service organization using a dyadic method. The research used statistical analyses to investigate the direct influence of leader favouritism on quiet quitting and gossip, the role of negative emotions as a mediator and the impact of distrust in others as a moderator. Findings All the hypotheses were confirmed. It was discovered that leader favouritism incites negative emotions, which subsequently mediate its impact on gossip and quiet quitting. Additionally, interpersonal distrust played a significant moderating role in these relationships, with more pronounced effects seen in employees who exhibited higher levels of distrust. The findings highlight how favouritism can undermine morale, escalate counterproductive behaviours and harm trust within teams. Originality/value This research contributes to the existing literature by incorporating emotional and trust-related mechanisms to elucidate the behavioural consequences of leader favouritism. It distinctively connects favouritism to both disengagement and social undermining, providing a more comprehensive perspective on its effects within organizations. The results offer practical guidance for leaders and organizations to reduce favouritism by promoting fairness, transparency and trust.