Moving beyond the employee: The role of the organizational context in leader workplace aggression

Management and psychology scholars are increasingly seeking to examine how organizational characteristics that contextualize leadership shape the occurrence, impact, and prevention of leader workplace aggression. However, a comprehensive review of this literature has not yet been conducted, so a systematic understanding is lacking regarding questions including: (1) when, why and how is such aggression more likely to occur; (2) how do contextual factors enable or constrain effects of these leader behaviors on employees; and (3) how can organizations proactively manage their internal dynamics to prevent or reduce such incidences? Drawing on Porter and McLaughlin's (2006) components of organizational context, I review existing leader aggression research that intersects with seven categories: (1) culture/climate; (2) goals/purposes; (3) people/composition; (4) processes; (5) state/condition; (6) structure; and (7) time. I then offer theoretical propositions for future work, which are grounded in the roles and responsibilities inherent to the nature of leadership and coupled with the changing nature of organizational life. As a result, I set the research agenda for the next decade of organizational context × leader workplace aggression studies.     

Measuring exposure to bullying at work: The validity and advantages of the latent class cluster approach

Abstract

This paper addresses the construct and predictive validity of two methods for classifying respondents as victims of workplace bullying. Although bullying is conceived as a complex phenomenon, the dominant method used in bullying surveys, the operational classification method, only distinguishes two groups: victims versus non-victims. Hence, the complex nature of workplace bullying may not be accounted for. Therefore a latent class cluster approach is suggested to model the data, which was obtained by using the Negative Acts Questionnaire (NAQ) administered to employees in Belgium (n=6,175). Latent class modelling is a method of analysis that does not appear to have been used in occupational health psychology before. In this study, six latent classes emerged: “not bullied,” “limited work criticism,” “limited negative encounters,” “sometimes bullied,” “work related bullied,” and “victims.” The results show that compared to the traditional operational classification method, the latent class cluster approach shows higher construct and higher predictive validity with respect to self-assessments and indicators of strain and well-being at work. The consequences of these results for theory, future research, and practice are discussed.     

A longitudinal investigation of the role of violence prevention climate in exposure to workplace physical violence and verbal abuse

The temporal direction of the relationships between violence prevention climate and both physical violence and verbal abuse was investigated in a longitudinal study of newly graduated registered nurses. A sample of 126 nurses, recruited into the study while students, completed similar surveys at approximately 6 and 12 months after graduation that assessed violence prevention climate, physical violence, verbal abuse exposure, and strains of anger, anxiety, depression, and physical symptoms. Results showed that high values of Time 1 climate were associated with less likelihood of violence and abuse at Time 2 when prior exposure to violence and abuse was controlled. Furthermore, repeated measures multivariate analyses of variance (MANOVA) results suggested that being exposed to violence or abuse did not affect perceptions of climate. Both climate and violence exposure were correlated with some strains both cross-sectionally and longitudinally, but repeated measures MANOVAs failed to find evidence that exposure to violence or abuse would result in an increase in strain over time. It is concluded that the direction of effects is from climate to violence/abuse but not the reverse, and that climate should be a target for interventions designed to keep employees safe from both forms of mistreatment.