Chaos, Reports, and Quests

Tye-Williams, Stacy; Krone, Kathleen J.

doi:10.1177/0893318914552029

Cited by 40 publications

(9 citation statements)

References 34 publications

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“…Workplace bullying is an ongoing and significant problem that affects the productivity and emotional and physical health of employees (Tye-Williams & Krone, 2015). This study helped us better understand more about how an individual difference, such as humor orientation, as well as an organizational difference, such as leadership practices, may affect people’s experiences of bullying.…”

Section: Discussionmentioning

confidence: 99%

“…Studies show that workplace bullying is associated with poor mental health, high levels of absenteeism, and low levels of workplace productivity (Tye-Williams & Krone, 2015). Emotional symptoms further include low self-esteem, hostility, nervousness, hypersensitivity, and social isolation (Matthiesen & Einarsen, 2001; Matthiesen & Einarsen, 2004).…”

Section: Introductionmentioning

confidence: 99%

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No Laughing Matter: Workplace Bullying, Humor Orientation, and Leadership Styles

Mills

Keller

Chilcutt

et al. 2018

Workplace Health Saf

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Workplace bullying is associated with a host of negative outcomes for the worker who is the target of bullying, as well as for the organization where the bullying occurs. Moreover, we know that rates of bullying are particularly high in health care settings; however, we are less familiar with the factors that may reduce workplace bullying in hospitals. Thus, this study was conducted to determine whether the humor orientation styles of individuals, including nurses working in hospitals, as well as their managers’ leadership styles, can influence perceptions of bullying in the workplace. Using data from 459 workers employed in a large hospital in the Southern United States, we examined associations between the Multidimensional Sense of Humor Scale, which has four dimensions, as well as the Multifactor Leadership Questionnaire, with three leadership substyles, and their associations with the risk of being bullied. We observed that one of the four humor subscales, Humor Appreciation, did affect perceptions of bullying in the workplace. The other three, Humor Recognition, Humor Production, and Humor for Coping, did not. However, the leadership styles of managers did affect reports of negative acts. In fact, transformational leadership was associated with 22% of the variance in reports of decreased bullying activity. This work is consistent with previous work on the importance of leadership styles for creating positive work environments, particularly in hospital settings. Given these findings, we offer suggestions for leaders to further improve nursing communication.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

No Laughing Matter: Workplace Bullying, Humor Orientation, and Leadership Styles

Mills

Keller

Chilcutt

et al. 2018

Workplace Health Saf

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“…Workplace bullying is malicious intentional verbal and nonverbal behaviors through which the perpetrator does the victim serious harm over an extended period of time (Tye-Williams & Krone, 2015). It leads to grave individual and organizational consequences.…”

mentioning

confidence: 99%

Coping With Workplace Bullying Through NAVER: Effects of LMX Relational Concerns and Cultural Differences

Lee

Lim

Heath

2017

International Journal of Business Communication

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Workplace bullying inevitably has grave individual and organizational consequences, including lowered morale and productivity. Given such negative consequences, this study explored five coping strategies: neglect, acquiescence, voice, exit, and retribution (NAVER). This research examined the extent to which relational concerns such as leader-member exchanges (LMXs) and cultural variations (the United States and Singapore) affect use of the five coping strategies after controlling for actual exposure to workplace bullying, gender, and age. Findings indicated that the quality of LMX significantly influence the strategic use of acquiescence, exit, and retribution. No significant cultural variation in coping strategies was detected. LMX quality and actual experience of workplace bullying were the strongest determinants for the use of all coping strategies but exit.

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“…Workplace bullying has become commonplace in almost every organization, affecting nearly half of all U.S. workers (Lutgen-Sandvik & Fletcher, 2013), yet most organizations do nothing in response to reported bullying (Lutgen-Sandvik & McDermott, 2011; Namie & Lutgen-Sandvik, 2010). In targets’ own words, workplace bullying has been described as chaotic and isolating (Tye-Williams & Krone, 2015), as well as nightmarish and enslaving (Tracy, Lutgen-Sandvik, & Alberts, 2006). When workers are bullied, it affects their ability to maintain social contacts, damages their reputation at work, and affects their physical and mental health (Leymann, 1996).…”

mentioning

confidence: 99%

Creating the Boiler Room Environment

Goodboy

Martin

Knight

et al. 2016

Communication Research

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The purpose of this study was to explain workplace bullying as a symptom of high-strain employment. The Job Demand-Control-Support (JDCS) model of work design was used to frame this study and examine workplace bullying antecedents and consequences. Full-time American employees (N = 314) working in various organizations completed a questionnaire about their bullying experiences, working environments, and occupational outcomes. Results revealed that workplace bullying was correlated with expected negative outcomes at work (i.e., job dissatisfaction, job stress, anxiety). In line with JDCS model predictions, employees who worked at organizations characterized by high psychological demands, low control, and low supervisor social support (i.e., an additive model) reported more workplace bullying (supporting an iso-strain hypothesis). Results of a moderated moderation analysis revealed a significant three-way interaction between demands, control, and support (supporting a buffering hypothesis); under workplace conditions characterized by low supervisor social support, employee control over how work was completed buffered the negative effect of job demands on workplace bullying. Supervisors, then, should consider how promoting employee autonomy and communicating social support to employees might nullify workplace conditions that encourage bullying, especially when work is particularly demanding.

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Chaos, Reports, and Quests

Cited by 40 publications

References 34 publications

No Laughing Matter: Workplace Bullying, Humor Orientation, and Leadership Styles

No Laughing Matter: Workplace Bullying, Humor Orientation, and Leadership Styles

Coping With Workplace Bullying Through NAVER: Effects of LMX Relational Concerns and Cultural Differences

Creating the Boiler Room Environment

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