Interpersonal Aggression in Work Groups: Social Influence, Reciprocal, and Individual Effects.

Glomb, T. M.; Liao, H.

doi:10.2307/30040640

Cited by 339 publications

(339 citation statements)

References 29 publications

Supporting

Mentioning

326

Contrasting

Unclassified

Order By: Relevance

“…This mechanism is consistent with the "spillover effect," which suggests that individuals become more mentally accessible when they observe their teammates acting in certain ways [23,24]. In previous studies of workgroup aggression, the spillover effect has been described as "contagious aggression," in which instigators set off team members one after another [13,25,26].…”

Section: The Emergence Of Team Incivility Climatesupporting

confidence: 64%

Thriving Organizational Sustainability through Innovation: Incivility Climate and Teamwork

Yang

2016

Sustainability

View full text Add to dashboard Cite

Abstract:The present study examines the association between team incivility climate and team members' perceived support for innovation. To extend findings on the negative effects of incivility (which are low intensity deviant behaviors, such as rudeness) in studies focusing on the individual level, the effects of organizational incivility are examined at the work team level. Drawing on the spiral model of incivility and the literature on teams, this study suggests that team incivility climate has a negative impact on perceived support for innovation through team members' teamwork behaviors. Using data collected from 411 subordinates on 62 work teams, the hypothesized mediation model is tested. The results show a negative effect of team incivility climate on teamwork and a positive effect of teamwork on perceived support for innovation, supporting the hypothesized negative indirect effect. Research and practical implications for organizational sustainability are discussed.

show abstract

Section: The Emergence Of Team Incivility Climatesupporting

confidence: 64%

Thriving Organizational Sustainability through Innovation: Incivility Climate and Teamwork

Yang

2016

Sustainability

View full text Add to dashboard Cite

show abstract

“…For instance, one study found a reciprocal effect of aggressive behavior, such that being the target of work group members' aggression was positively related to an employee engaging in aggressive behavior (Glomb et al, 2003). These results indicate that forms of organizational misbehavior, such as workplace aggression, may predict future misbehavior and also be a consequence of previous misbehavior -suggesting a contagious effect among an organization's members.…”

Section: Interpersonal Factorsmentioning

confidence: 90%

“…Glomb (2002) found that job stress (defined as a hectic pace of work) and conflicts predicted workplace aggression. In a follow up study however, job stress, work group stress (i.e., lack of group cohesiveness, inadequate group support), and organizational stress (i.e., stress related to change or leadership) accounted for very little variance in a model predicting an individual's aggressive behaviors, particularly when the reciprocal effects of workgroup aggression were accounted for (Glomb et al, 2003).…”

Section: Individual Attributesmentioning

confidence: 99%

From Bad to Worse: A Social Contagion Model of Organizational Misbehavior

Ferguson

2006

SSRN Journal

View full text Add to dashboard Cite

“…Two items were dropped to reflect the sample characteristics: "Stole my possessions" because of the low base rate and "Refused to talk to me" because direct-caregivers had difficulty distinguishing this behavior as a form of victimization or a patient's inability to communicate. Following focus group interviews, we added four items from Glomb and Liao (2003) and one item from Rogers and Kelloway (1997) Jehn and Mannix's (2001;cf. Jehn, 1995) intragroup conflict scale were used to measure workgroup conflict: three items for relationship conflict and three items for task conflict (e.g., "How much relationship tension is there in your workgroup?").…”

Section: Methodsmentioning

confidence: 99%

Prosocial response to client-instigated victimization: The roles of forgiveness and workgroup conflict.

Booth¹,

Park²,

Zhu³

et al. 2018

Journal of Applied Psychology

View full text Add to dashboard Cite

We investigate forgiveness as a human service employee coping response to client-instigated victimizations and further explore the role of workgroup conflict in (a) facilitating this response, and (b) influencing the relationship between victimization and workplace outcomes. Using the theoretical lens of Conservation of Resources (Hobfoll, 1989), we propose that employees forgive clients—especially in the context of low workgroup conflict. From low to moderate levels of client-instigated victimization, we suggest that victimization and forgiveness are positively related; however, this positive relationship does not prevail when individuals confront egregious levels of victimization (i.e., an inverted-U shape). This curvilinear relationship holds under low but not under high workgroup conflict. Extending this model to workplace outcomes, findings also demonstrate that the indirect effects of victimization on job satisfaction, burnout, and turnover intentions are mediated by forgiveness when workgroup conflict is low. Experiment- and field-based studies provide evidence for the theoretical model.

show abstract

Interpersonal Aggression in Work Groups: Social Influence, Reciprocal, and Individual Effects.

Cited by 339 publications

References 29 publications

Thriving Organizational Sustainability through Innovation: Incivility Climate and Teamwork

Thriving Organizational Sustainability through Innovation: Incivility Climate and Teamwork

From Bad to Worse: A Social Contagion Model of Organizational Misbehavior

Prosocial response to client-instigated victimization: The roles of forgiveness and workgroup conflict.

Contact Info

Product

Resources

About