An Eye for an Eye Will Make the Whole World Blind: Conflict Escalation into Workplace Bullying and the Role of Distributive Conflict Behavior

Baillien, Elfi; Camps, Jeroen; Broeck, Anja Van den; Stouten, Jeroen; Godderis, Lode; Sercu, Maarten; Witte, Hans De

doi:10.1007/s10551-015-2563-y

Cited by 54 publications

(39 citation statements)

References 67 publications

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“…The logistic regression analysis showed that being involved in a conflict with co‐workers at T1 increased the risk of identifying oneself as a new victim of workplace bullying 2 years later. This result supported Hypothesis and add to the existing literature of scholars who argue and substantiate that workplace bullying may be the end result of an escalated interpersonal conflict (Baillien et al, ; Hauge et al, ; Leymann, ) and that interpersonal conflict probably is one of the main avenues to workplace bullying (Baillien et al, ).…”

Section: Discussionsupporting

confidence: 81%

“…Accordingly, in a representative cross‐sectional study looking at a wide range of work‐related antecedents of bullying, Hauge et al () showed that involvement in interpersonal conflicts with colleagues and superiors and the immediate supervisor's leadership style were the strongest predictors of workplace bullying. Baillien et al's () recent cross‐sectional study showed a direct effect of task conflict on being a target of workplace bullying, as well as a mediating effect of relationship conflict on this relationship. This again is in line with Leon‐Perez, Medina, Arenas, and Munduate's () cross‐sectional study showing that relationship conflict partially mediated the direct association between task conflict and workplace bullying.…”

Section: Co‐worker Conflict As An Antecedent Of Workplace Bullyingsupporting

confidence: 89%

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The moderating effect of laissez‐faire leadership on the relationship between co‐worker conflicts and new cases of workplace bullying: A true prospective design

Ågotnes

Einarsen

Hetland

et al. 2018

Human Res Mgmt Journal

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In line with the work environment hypothesis, interpersonal conflict has been proposed as an important antecedent of workplace bullying. However, longitudinal studies on this relationship have been scarce. The aim of this study was to examine whether co‐worker conflict predicted new cases of self‐reported workplace bullying 2 years later and whether laissez‐faire leadership moderated this relationship. In a sample of 1,772 employees, drawn from the Norwegian working population, the hypotheses that co‐worker conflict increased the risk of subsequently reporting being a victim of workplace bullying and that laissez‐faire leadership strengthened this relationship were supported. This study empirically supports the work environment hypothesis by showing that co‐worker conflict within a true prospective research design is a source of new cases of bullying and that the lack and avoidance of leadership, through the enactment of a laissez‐faire leadership style, likely is a main source for co‐worker conflict to develop into workplace bullying.

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Section: Discussionsupporting

confidence: 81%

Section: Co‐worker Conflict As An Antecedent Of Workplace Bullyingsupporting

confidence: 89%

The moderating effect of laissez‐faire leadership on the relationship between co‐worker conflicts and new cases of workplace bullying: A true prospective design

Ågotnes

Einarsen

Hetland

et al. 2018

Human Res Mgmt Journal

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show abstract

“…Based on the levels of conflict (Glasl, 1982) and the notion of conflict escalation as a pathway to workplace bullying (e.g. Baillien et al, 2015;Leon-Perez, Medina, Arenas, & Munduate, 2015) the process could be described as an escalation of negative acts. At some level the risk of this escalating process leading to bullying increases, and at some point, the systematics of exposure of negative acts increases to a level where the ability to defend oneself drops to an extent that it is relevant to talk about becoming a victim of bullying.…”

Section: Criteria For Workplace Bullyingmentioning

confidence: 99%

Levels of workplace bullying and escalation – a new conceptual model based on cut-off scores, frequency and self-labelled victimization

Rosander

Blomberg

2019

European Journal of Work and Organizational Psychology

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The aim of this study was to identity levels of workplace bullying based on cut-off scores, frequency and self-labelled victimization, and to use these levels to identify the escalation of workplace bullying in terms of onset of different negative acts. Data were collected from a representative sample of the Swedish workforce (n = 1856). Bullying was measured using the Negative Acts Questionnaire-Revised together with self-labelled victimization based on a definition. Other variables included aspects of work experience, perception of the organization, and health and well-being. The results showed differences between the suggested levels of workplace bullying (Risk for bullying and Incipient bullying; Ongoing bullying; and Severe and Extreme bullying) for these variables, and also that different areas were pronounced at different levels of workplace bullying. Further, the onset of different negative acts depended on the level of workplace bullying, at early stages only work-related negative acts, but at higher levels more person-related negative acts. The study contributes to the understanding of workplace bullying and the escalation process. The suggested new levels of bullying also have practical and pedagogical value making it easier to grasp and to convey to, e.g. HR personnel, and organizational psychologists. ARTICLE HISTORY

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“…Ahmad, 2018), Belgium (e.g. Baillien et al, 2016), Canada (e.g. Laschinger & Fida, 2014;Samnani, Boekhorst, & Harrison, 2016), China (e.g.…”

Section: Introductionmentioning

confidence: 99%

The Role and Impact of Leaders on Workplace Bullying, Emotional Abuse and Harassment

Samnani¹

2019

Pathways of Job-Related Negative Behaviour

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This chapter conducts a review of the extant international literature concerning the role and impact that leaders can have in situations of workplace bullying, emotional abuse and harassment. In particular, this chapter explores situations in which leaders may be the perpetrator of bullying-their leadership style may contribute, positively or negatively, to workplace bullying-and examines broader areas or forms of leadership that have been characterized as bullying behaviour. When discussing the leader as the perpetrator, this chapter explores both the various antecedents (individual level and situational) and outcomes associated with leaders enacting bullying behaviour. Various leadership styles, such as autocratic/authoritarian, laissez-faire, charismatic, destructive and ethical leadership, are reviewed in relation to their impact on interpersonal bullying between co-workers. Finally, this chapter briefly explores broader forms of leadership, such as human resource management (HRM), the organization and policy, for the role that these can have in enabling or deterring bullying. The chapter concludes with some discussion on the implications for policy and practice and areas for future research.

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An Eye for an Eye Will Make the Whole World Blind: Conflict Escalation into Workplace Bullying and the Role of Distributive Conflict Behavior

Cited by 54 publications

References 67 publications

The moderating effect of laissez‐faire leadership on the relationship between co‐worker conflicts and new cases of workplace bullying: A true prospective design

The moderating effect of laissez‐faire leadership on the relationship between co‐worker conflicts and new cases of workplace bullying: A true prospective design

Levels of workplace bullying and escalation – a new conceptual model based on cut-off scores, frequency and self-labelled victimization

The Role and Impact of Leaders on Workplace Bullying, Emotional Abuse and Harassment

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