Moving Beyond Gender to Discover Differences in Sensitivity to Disempowering Acts

Young, Angela M.; Vance, Charles M.; Harris, Claudia

doi:10.1177/1059601106291114

Cited by 5 publications

(4 citation statements)

References 38 publications

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“…While empowerment has been found to be an important contributor to workplace effectiveness (Spreitzer, 2008), there seems to be a bit more to the story. Research on workplace gender and gender discrimination, suggests that employees can also be disempowered (e.g., Eylon & Bamberger, 2000, Vance, Ensher, Hendricks, & Harris, 2004Young, Vance, & Harris, 2007). Disempowering behavior is not the absence of the aforementioned empowering acts.…”

Section: Page 45 Of 107mentioning

confidence: 99%

“…When supervisors engage in disempowering behaviors, they decrease their subordinates' sense of self-efficacy, self-confidence, psychological control, and influence within their work roles (i.e., diminishing their subordinates' empowerment cognitions) (Vance et al, 2004;Young et al, 2003;Young et al, 2007). Thus, as empowering acts increase the empowerment cognitions of subordinates, disempowering acts have an opposing impact.…”

Section: Page 46 Of 107 Academy Of Management Annalsmentioning

confidence: 99%

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Social Exchange Theory: A Critical Review with Theoretical Remedies

Cropanzano¹,

Anthony

Daniels

et al. 2017

ANNALS

1,121

1,162

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Using two criteria, specificity and intensity, to classify seven different constructs is complicated, but it yields interpretable results. Figure 2 displays the Pearson et al. model. The constructs and definitions are paraphrased from their Figure 8.2 (p. 191). Notice that CWB is presented as a broad family of negative work behaviors, which are termed "deviant" when a norm is transgressed. In this model there are three types of deviance-violence, aggression, and incivility. These range from high-intensity (violence) to low-intensity (incivility), with aggression lying in between. Finally, there are two types of chronic aggression, mobbing (highto moderate-intensity) and bullying (moderate-to low-intensity). Aggression. While Pearson et al. (2005) view aggression as narrower than CWB, other researchers treat aggressive behaviors more expansively. Some researchers have considered workplace aggression as a broad concept that subsumes potentially hurtful and harmful constructs (Aquino & Thau, 2009). Particularly, it is inclusive of a range of behaviors that seeks to harm someone physically or psychologically. Perhaps the broadest approach is taken by Hershcovis (2011) and Hershcovis and Barling (2007). They define workplace aggression as "any negative act, which may be committed towards an individual within the workplace, or the workplace itself, in ways that the target is motivated to avoid" (Hershcovis & Barling, 2007, p. 271). Their approach diverges from others as it does not consider intention to harm as part of the definition (Shewach & Sackett, 2016). Taking a similar view, Neuman and Baron (2005) classify the various types of aggressive behaviors along three dimensions: (a) physical or verbal, (b) active or passive, and (c) direct or indirect. For example, a type of aggression that is physical, active, and direct might be homicide, while one that is verbal, passive, and indirect might involve a failure to provide needed feedback. Neuman and Baron's three-dimensional taxonomy could account for many of the different Page 9 of 107 Academy of Management Annals SOCIAL EXCHANGE THEORY 10 constructs that have been mentioned so far. Incivility could be viewed as active and direct. Theft or sabotage, which are types of productive deviance, are classified as physical, active, and indirect. Although there are distinct differences regarding these behaviors, there are some similarities as well. Overlaps may be attributed to varying research goals as scholars seek to untangle the negative actions and interactions within organizations. First, some researchers tend to conceptualize aggressive behaviors as retaliatory, while others view them as voluntarily deviant. Speaking very loosely, retaliatory behaviors are provoked by the wrongdoing of others, whereas voluntary behaviors are chosen by the actor without provocation. As an example of the former, Skarlicki and Folger (1997) conceptualize workplace aggression as organizational retaliatory behavior (ORB). These behaviors are employed to punish the organization and its membe...

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Section: Page 45 Of 107mentioning

confidence: 99%

Section: Page 46 Of 107 Academy Of Management Annalsmentioning

confidence: 99%

Social Exchange Theory: A Critical Review with Theoretical Remedies

Cropanzano¹,

Anthony

Daniels

et al. 2017

ANNALS

1,121

1,162

View full text Add to dashboard Cite

show abstract

“…Control variables. Prior studies have indicated that women experience greater incivility from other women than from men (Gabriel et al, 2018), and women are more sensitive to uncivil acts (Young et al, 2007). Therefore, employee and leader gender (0 5 Female, 1 5 Male) were controlled in the analysis.…”

Section: Methodsmentioning

confidence: 99%

Leader negative mood and employee-instigated incivility: the role of mood contagion

Emirza

Öztürk

2021

EBHRM

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PurposeGiven the harmful effects of workplace incivility and the calls for revealing the antecedents of instigated incivility, this study examines how employee-instigated incivility unfolds as a result of negative mood contagion from leaders to employees.Design/methodology/approachDrawing upon affective events theory, the authors hypothesized that leader negative mood is contagious and has an indirect relationship with employee-instigated incivility through employee negative mood. For hypothesis testing, data were collected from 243 leader-employee dyads and tested using bootstrapped mediation analysis.FindingsAs hypothesized, leader negative mood was associated with employee-instigated incivility indirectly through employee negative mood. This finding supports that negative mood of the leader is contagious and might unintendedly trigger employee-instigated incivility toward other at work.Research limitations/implicationsGiven the cross-sectional design of this study, causal inferences could not be drawn. The direction of relationships between the variables is based on the theoretical assumptions, rather than a test of the causal ordering of the variables.Originality/valueThis study advances the limited literature on the antecedents of employee-instigated incivility by demonstrating the impact of negative mood experienced by leaders on uncivil behaviors of employees.

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“…As ethnicity is one of the strongest determinants of one's social identity (Deaux, Reid, Mizrahi & Ethier, 1995;Young, Vance, & Harris, 2007), we anticipate that ethnic identity will contribute to perceptions of stereotype threat. How ethnic identity contributes to stereotype threat is up for debate, however.…”

Section: A Model Of Stereotype Threat In An Applied Settingmentioning

confidence: 99%

Stereotype Threat, State Anxiety, and Specific Self-Efficacy as Predictors of Promotion Exam Performance

Chung

Ehrhart

et al. 2009

Group & Organization Management

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This field study examined perceived stereotype threat in a promotion context using a written job knowledge test. The authors hypothesized that race and ethnic identity would predict perceptions of stereotype threat and that the effect of stereotype threat on test performance would be mediated by state anxiety and specific self-efficacy in a specified sequential order. Using structural equation modeling analyses of data from two public safety departments in a metropolitan city indicated support for this model. However, the stereotype threat effect was small, which may be because of the use of a job knowledge test, a promotion sample, or the composition of the applicant pool. Noteworthy contributions include the use of a self-report measure of stereotype threat, inclusion of two mediator variables in a theory-based sequence, and a test of the stereotype threat effect in an actual employment context.

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Moving Beyond Gender to Discover Differences in Sensitivity to Disempowering Acts

Cited by 5 publications

References 38 publications

Social Exchange Theory: A Critical Review with Theoretical Remedies

Social Exchange Theory: A Critical Review with Theoretical Remedies

Leader negative mood and employee-instigated incivility: the role of mood contagion

Stereotype Threat, State Anxiety, and Specific Self-Efficacy as Predictors of Promotion Exam Performance

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