Development of a Taxonomy of Workplace Bullying Intervention Types: Informing Research Directions and Supporting Organizational Decision Making

Abstract

Recently much has been done to increase our understanding of workplace bullying including its causes, consequences, and prevalence. Although identification of possible interventions has advanced the field, systematic evidence on the efficacy and effectiveness of specific interventions is lacking. At the same time, organizations are under increasing pressure to prevent and manage workplace bullying more effectively. The aim of this study is to develop and refine a taxonomy of workplace bullying intervention types. Although it does not assess the evidence base of interventions per se, the taxonomy is designed to support the development of research into the future and guide organizations in their decision making when implementing interventions. Using a two-round Delphi process, the expertise of international academics and practitioners ( n = 51 and n = 39) was sought to refine the taxonomy, which classified interventions in terms of mode, focus, agent, specificity, and timecourse. Eleven core intervention types were endorsed as appropriate inclusions in the taxonomy of workplace bullying intervention types. A further six, including mediation, failed to reach consensus among the expert panel. The resulting taxonomy forms a framework to guide workplace bullying intervention efficacy and effectiveness research from a common understanding of the definition, scope, and properties of interventions. Once this occurs, the taxonomy can be used by organizations to audit their existing programs, prioritize new interventions, and consider alternate options. Intervention types that did not reach consensus highlight areas of particular research need, which, when undertaken will add to an evidence base and will be included in future versions of the taxonomy.

Workplace bullying, psychological hardiness, and accidents and injuries in nursing: A moderated mediation model

“…The above intervention examples were included in a recently developed typology [ 66 ]. Caponecchia et al identified 11 core intervention types (investigation, codes of conduct, policy; EAP and counselling, bullying awareness training, coaching, system-wide intervention, skills training and development, values statements, local resolution, and organizational redesign).…”

Leader Power and Agency-Communion Orientations as Moderators of the Effects of Organizational Characteristics on Workplace Bullying

“…Our model also implies the possibility of specific leadership development interventions aimed at reducing workplace bullying. Recently, Caponecchia et al ( 2020 ) developed and presented a taxonomy of workplace bullying intervention types. They mentioned leadership as one possible factor relating to bullying that could be targeted by organizational interventions (Caponecchia et al, 2020 , p. 106) but did not provide specific details.…”

“…Recently, Caponecchia et al ( 2020 ) developed and presented a taxonomy of workplace bullying intervention types. They mentioned leadership as one possible factor relating to bullying that could be targeted by organizational interventions (Caponecchia et al, 2020 , p. 106) but did not provide specific details. In contrast, our model suggests that leadership development interventions designed to reduce workplace bullying could focus on encouraging more empowering and communal leadership behaviors, while explaining the tradeoff between the benefits and costs of using more autocratic and agentic approaches.…”

Workers’ Observation of Uncivil Leadership: Is Tolerance for Workplace Incivility a Gendered Issue?

“…It impacts the morale of employees and influences workers' productivity [47,48]. Thus, enterprises and human resource departments should not only promote ways of reducing incivility but also raise employee awareness of which actions comprise covert or overt incivility by using problem-focused coping strategies [49] to implement civility training programs in the workplace [50,51]. In this way, incivility might be identified and rejected regardless of the type of incivility or the leader's gender.…”