Anger in the workplace: an emotion script approach to anger episodes between workers and their superiors, co-workers and subordinates

Abstract

SummaryThe overall aim of this study was to investigate laypeople's accounts of the causes, features, and consequences of workplace anger episodes and to examine similarities and dierences amongst superiors', co-workers' and subordinates' anger experiences. One hundred and seventy-®ve respondents participated in structured interviews about a work-related anger episode with a superior, co-worker, or subordinate. Various features of the anger episodes diered according to the status of the respondent, with superiors angered by morally reprehensible behaviors and job incompetence, co-workers angered by morally reprehensible behaviors and public humiliation, and subordinates angered by unjust treatment. Subordinates were less likely than superiors to confront the anger target and more likely to consider the incident unresolved. Humiliating oences elicited more intense hate than non-humiliating oences; hate was also negatively associated with situational power and with a perceived successful resolution of the anger-eliciting event. Theoretical implications of the results are discussed in relation to the role of power in the experience and expression of anger in the workplace.

Impact of aggressive humor on dysfunctional resistance

“…A reason for that could be because abusive supervision explained a significant amount of variance in creating negative affect at work. Abusive supervisory behaviors such as being rude can create feelings of anxiety and frustration (Ashforth, 1997) and anger (Fitness, 2000). Further, consistent with our expectations, we did find that aggressive humor was positively related to dysfunctional resistance.…”

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“…The study authenticates Domagalski and Steelman (2005) and Fitness (2000) assertion that injustice is a serious cause of emotions in distributed leadership whereas the unfairness at work is as a result of discernment. However, only 0.1% spilt the respondents on distributed leadership for appeasement, while 40.9% opposed the statement that leadership is shared with people that will not disclose information either within or outside the organization.…”

When Is Anger Helpful or Hurtful? Status and Role Impact on Anger Expression and Outcomes

“…Using an ANOVA, we found support for Hypothesis 1 given a significant main effect of status on anger outcomes ( F (2, 236) = 4.39, p = .003; see Figure , Table ). This finding replicates and confirms the work of Fitness ().…”