This study investigated the relationship between supervisor personality and subordinate reports of exposure to bullying and harassment at work. Three research questions were examined: (a) Is there a direct relationship between supervisor personality and reports of workplace bullying? (b) Is there an interaction between supervisor personality and supervisors' perceived stress as predictors of workplace bullying? (c) Will subordinates who experience bullying at their workplace rate their supervisor's personality more negatively (negative halo effect)? The sample consisted of 207 supervisors and employees (...) within 70 Norwegian restaurants. Supervisors low on conscientiousness, high on neuroticism and portraying high levels of exposure to stress were the subject of significantly more reports from subordinates of exposure to workplace bullying. An interaction between agreeableness and stress was found showing that agreeableness is related to bullying under low levels of stress. In addition, subordinates who perceived their supervisor as being low on agreeableness and high on introversion reported significantly more workplace bullying, supporting a negative halo effect hypothesis. (shrink)

The extant workplace bullying literature has largely overlooked the potential role of culture. Drawing on cognitive consistency theory, culture’s influence on targets’ reactions toward subtle forms of bullying during its early stages is theorized. This theoretical analysis proposes that employees high in individualism and low in power distance are more likely to engage in resistance-based responses toward subtle acts of bullying than employees high in collectivism and power distance, respectively. Targets’ resistance-based responses, which are also influenced by learned helplessness deficits, (...) along with perpetrator revenge behaviors, influence whether bullying becomes prolonged. A number of testable propositions are offered based on the conceptual model presented. Theoretical and practical implications are discussed and avenues for future research are offered. (shrink)

Bullying is one of the most impactful deviant actions that affects workers' personal health and work experience. Bullying is a quite distinctive deviant behavior as targets are subjected to transgressions that could last for months or longer. Even though a number of actions can be taken to resolve bullying between all parties, from the viewpoint of the target it is hard to resolve the situation. As a result, hierarchical influence may be necessary to prevent bullying in the first place. A (...) possible solution, therefore, is focusing on how leaders can impact the bullying behavior. This research argued and showed that ethical leadership is negatively associated with being bullied through tackling one of its most important antecedents of bullying: the design of the work environment. That is, ethical leaders could be shown to improve employees' workload (quantitative work environment) and poor working conditions (qualitative work environment), which was related to decreased bullying. (shrink)

Bullying is a serious problem in today’s workplace, in that, a large percentage of employees have either been bullied or knows someone who has. There are a variety of ethical concerns dealing with bullying—that is, courses of action to manage the bullying contain serious ethical/legal concerns. The inadequacies of legal protections for bullying in the U.S. workplace also compound the approaches available to deal ethically with bullying. While Schumann (2001, Human Resource Management Review 11, 93–111) does not explicitly examine bullying, (...) the five moral principles that he advocates can be applied to judge the ethics of bullying in the workplace. A possible limitation of this model is that, it is designed to be normative (judgmental), and while it does take into consideration the relationships among the victim, the perpetrator, the groups in the organization, and the organization itself in judging the ethics of bullying, it does not explicitly consider the process by which bullying might develop and persist. In order to gain a deeper understanding of the dynamics of this process, Nijhof and Rietdijk (1999, Journal of Business Ethics 20(1), 39–50)) suggest applying an A–B–C (antecedents, behaviors, and consequences) model to help understand the dynamics of bullying in the workplace. Formal propositions are offered to guide both academics and practitioners to an enriched understanding of the ethics of workplace bullying. (shrink)

Workplace bullying has a well-established body of research internationally, but the United States has lagged behind the rest of the world in the identification and investigation of this phenomenon. This paper presents a managerial perspective on bullying in organizations. The lack of attention to the concept of workplace dignity in American organizational structures has supported and even encouraged both casual and more severe forms of harassment that our workplace laws do not currently cover. The demoralization victims suffer can create toxic (...) working environments and impair organizational productivity. Some methods of protecting your organization from this blight of bullying are proposed. Bullying has always been part of the human condition; history is rife with references to abuse of power and unnecessary or excessive force. The classic bully story is of Joseph and his brothers, a tale of envy and hostility. The refinement of bullying to include various forms of legally defined social harassment is a relatively late phenomenon, however, dating to the Civil Rights Act of 1964. In the United States, bullying is not illegal, whereas it is illegal in many other countries. Bullying is not about benign teasing, nor does it include the off-color jokes, racial slurs, or unwelcome advances that are the hallmarks of legally defined harassment. Workplace bullying is the pattern of destructive and generally deliberate demeaning of co-workers or subordinates that reminds us of the activities of the schoolyard bully. Unlike the schoolyard bully, however, the workplace bully is an adult, usually (but not always) aware of the impact of his or her behavior on others. Bullying in the workplace, often tacitly accepted by the organizational leadership, can create an environment of psychological threat that diminishes corporate productivity and inhibits individual and group commitment. The two examples that follow will help to clarify the difference between harassment and bullying. (shrink)

There has been increased interest in the “dark side” of organizational behavior in recent decades. Workplace bullying, in particular, has received growing attention in the social sciences literature. However, this literature has lacked an integrated approach. More specifically, few studies have investigated causes at levels beyond the individual, such as the group or organization. Extending victim precipitation theory, we present a conceptual model of workplace bullying incorporating factors at the individual-, dyadic-, group-, and organizational-levels. Based on our theoretical model, a (...) number of propositions are offered which emphasize an interactionist, multi-level approach. This approach provides a valuable stepping stone and framework to guide future empirical research. Theoretical and practical implications are discussed. (shrink)

Recent studies of organizational behavior have witnessed a growing interest in unethical leadership, leading to the development of abusive supervision research. Given the increasing interest in the causes of abusive supervision, this study proposes an organizing framework for its antecedents and tests it using meta analysis. Based on an analysis of effect sizes drawn from 74 studies, comprising 30,063 participants, the relationship between abusive supervision and different antecedent categories are examined. The results generally support expected relationships across the four categories (...) of abusive antecedents, including: supervisor related antecedents, organization related antecedents, subordinate related antecedents, and demographic characteristics of both supervisors and subordinates. In addition, possible moderators that can also influence the relationships between abusive supervision and its antecedents are also examined. The significance and implications of different level factors in explaining abusive supervision are discussed. (shrink)

Since the early 1990s, increasing attention has been paid to the impact of workplace bullying on employees’ well-being and job attitudes. However, the relationship between workplace bullying and job satisfaction remains unclear. This study aims to shed light on the nature of the bullying-job satisfaction relationship in the Italian context. As expected, the results revealed a U-shape curvilinear relationship between workplace bullying and job satisfaction after controlling for demographic variables. In contrast to the curvilinear model, the results support a negative (...) linear relationship between workplace bullying and psychological well-being, in which higher exposure to negative acts at work is associated with diminished well-being. In addition, gender and job position significantly predicted mental health scores where men and managers reported a better psychological well-being than women, blue-collar, and white-collar employees. Practical and theoretical implications are discussed according to these results. (shrink)

This paper draws from the turnover and emotions literatures to explore how job embeddedness, in the context of abusive supervision, can impact job frustration, citizenship withdrawal, and employee deviance. Results indicate that employees with abusive supervisors were more likely to be frustrated with their jobs and engage in more deviance behaviors. And yet, the relationship between abusive supervision and job frustration was moderated by job embeddedness such that the relationship was weaker and negative for those higher in job embeddedness and (...) stronger and positive for those lower in job embeddedness. In other words, contrary to our original predictions, individuals who were more embedded in their jobs with an abusive supervisor were actually less likely to experience job frustration or engage deviance behaviors. Important implications for management research and practice are discussed. (shrink)

This study investigated the relationship between supervisor personality and subordinate reports of exposure to bullying and harassment at work. Three research questions were examined: Is there a direct relationship between supervisor personality and reports of workplace bullying? Is there an interaction between supervisor personality and supervisors’ perceived stress as predictors of workplace bullying? Will subordinates who experience bullying at their workplace rate their supervisor’s personality more negatively? The sample consisted of 207 supervisors and employees within 70 Norwegian restaurants. Supervisors low (...) on conscientiousness, high on neuroticism and portraying high levels of exposure to stress were the subject of significantly more reports from subordinates of exposure to workplace bullying. An interaction between agreeableness and stress was found showing that agreeableness is related to bullying under low levels of stress. In addition, subordinates who perceived their supervisor as being low on agreeableness and high on introversion reported significantly more workplace bullying, supporting a negative halo effect hypothesis. (shrink)

The complex global business environment has created a host of problems for managers, none of which is more difficult to address than bullying in the workplace. The rapid rate of change and the everincreasing complexity of organizational environments of business throughout the world have increased the opportunity for bullying to occur more frequently. This article addresses the foundations of bullying by examining the nature' (i.e., bullying behavior influenced by the innate genetic make-up of an individual) and the nurture' (i.e., individuals (...) learn to be bullies and environments allow the behavior to perpetuate) arguments for the occurrence of bullying behavior. In addition, guidelines are presented for managers in global organizations to use in assessing and monitoring bullying activities in global organizations. (shrink)

The current study investigated how work-related disagreements—coined as conflicts—relate to workplace bullying, from the perspective of the target as well as the perpetrator. We hypothesized a positive indirect association between task conflicts and bullying through relationship conflicts. This process accounted for both for targets and perpetrators of bullying. Targets are distinguished from perpetrators in our assumption that this indirect effect is boosted by distributive conflict behavior, being yielding for targets and forcing for perpetrators. Results in a large representative sample of (...) the Flemish working population confirmed our hypotheses. Additionally, our study also revealed a direct effect from task conflicts to bullying in the analyses regarding the indirect as well as the conditional indirect effects. For perpetrators, both the indirect and direct relationships are moderated by forcing, underlining the importance of distributive conflict behavior particularly for the enactment of bullying behaviors. (shrink)