Abstract
The purpose of this paper was to present a first step toward developing a behavioral description of managerial bullying that
better distinguishes among (1) behavior that is bullying, versus (2) other unacceptable behavior that is not bullying, and
(3) aggressive but nevertheless acceptable managerial behavior. The study was based on a survey using SurveyMonkey© and announced
through social media (LinkedIn©, Twitter©, Facebook©) groups identified with workplace violence or bullying. The survey consisted
of critical incidents of behaviors that employees had specifically identified as “bad management,” plus respondent characteristics
that might explain their responses. The results show that workplace bullying in the U.S. workplace is a serious problem that
is seldom reported to management. Neither age, gender, experience, language at home, having bullied, nor having been bullied
seems to influence what a subject regards as bullying behavior, but negative managerial behavior directed at a particular employee especially in the presence of others is highly likely to be
seen as bullying. To develop a theory of managerial bullying, further research needs to be directed toward the causes of workplace bullying,
specifically the interaction of elements of the workplace itself as well as characteristics of both the perpetrator and the
victim and external influences (workplace, perpetrator, victim, external conditions). Meanwhile, organizations should develop
and enforce anti-bullying policies and training programs that use specific behaviors, such as those identified here, to clarify
how the organization defines workplace bulling.
better distinguishes among (1) behavior that is bullying, versus (2) other unacceptable behavior that is not bullying, and
(3) aggressive but nevertheless acceptable managerial behavior. The study was based on a survey using SurveyMonkey© and announced
through social media (LinkedIn©, Twitter©, Facebook©) groups identified with workplace violence or bullying. The survey consisted
of critical incidents of behaviors that employees had specifically identified as “bad management,” plus respondent characteristics
that might explain their responses. The results show that workplace bullying in the U.S. workplace is a serious problem that
is seldom reported to management. Neither age, gender, experience, language at home, having bullied, nor having been bullied
seems to influence what a subject regards as bullying behavior, but negative managerial behavior directed at a particular employee especially in the presence of others is highly likely to be
seen as bullying. To develop a theory of managerial bullying, further research needs to be directed toward the causes of workplace bullying,
specifically the interaction of elements of the workplace itself as well as characteristics of both the perpetrator and the
victim and external influences (workplace, perpetrator, victim, external conditions). Meanwhile, organizations should develop
and enforce anti-bullying policies and training programs that use specific behaviors, such as those identified here, to clarify
how the organization defines workplace bulling.
- Content Type Journal Article
- Pages 1-19
- DOI 10.1007/s10672-012-9190-x
- Authors
- David D. Van Fleet, Morrison School of Agribusiness and Resource Management, Arizona State University, 230E Santan Hall, 7271 E. Sonoran Arroyo Mall, Mesa, AZ 85212, USA
- Ella W. Van Fleet, Professional Business Associates, 4849 E. Altadena Avenue, Scottsdale, AZ 85254-4624, USA
- Journal Employee Responsibilities and Rights Journal
- Online ISSN 1573-3378
- Print ISSN 0892-7545