Moral Agency and Workplace Aggression

Bozeman, Jennifer; Hershcovis, Sandy

doi:10.1037/e572992012-362

PsycEXTRA Dataset 2010

DOI: 10.1037/e572992012-362

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Moral Agency and Workplace Aggression

Jennifer Bozeman¹,

Sandy Hershcovis²

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2023

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“…As can be inferred from target characteristics and targets' explanations, being different in some way from others (Bozeman & Hershcovis, 2015), and being self-confident (Shallcross, 2003) were some reasons to be mobbed, as also indicated in the literature. Different than some researchers who reported that introverts who find it difficult to defend themselves are more likely to be mobbed (Coyne et al, 2000), this study found that faculty showing determination and strength to raise their opinions and defending their ideas were also mobbed.…”

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confidence: 54%

Destructive Leadership and Organizational Culture as the Predecessors of Academic Mobbing

Erdemir

2023

Eğitim Bilim Ve Araştırma Dergisi

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Global trends like university rankings and neoliberal policies have changed the operation of the higher education systems worldwide and brought a new managerial understanding that prioritized competition and quantification of performance over collegiality and quality. This transformation rendered values like trust and professionalism hollow, weakened the relationships among faculty and directors, and prepared a suitable ground for mobbing to flourish. The study aims to examine the phenomenon of academic mobbing from the perspectives of Turkish faculty based on Hofstede’s Cultural Dimensions Model and Leader-Member-Exchange Theory. 12 semi-structured in-depth interviews with targeted faculty working at different universities in Ankara, İstanbul, Konya and Eskişehir were conducted. The major findings of the study were: the perpetrators of mobbing were the directors who adopted autocratic and laissez-faire leadership styles and had good relationships with in-group members; academic culture was described with threat, fear, jealousy, humiliation, high-power-distance and collectivisms, all of which triggered mobbing; the targeted faculty were determined, strong, and self-confident in nature as well as impulsive and aggressive at times; mobbing predominantly ended in resignation, psychological and psychosomatic problems, and the lack of belonging; the top two coping strategies were getting social support and facing the mobbers; and the most frequent suggestions were for leaders to ensure meritocracy, for faculty to leave the mobbing-prone institution the soonest time possible, and for the state to create a mobbing law. It is recommended that democratic and transformative leadership styles be used and independent expert groups inspect universities.

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supporting

confidence: 54%

Destructive Leadership and Organizational Culture as the Predecessors of Academic Mobbing

Erdemir

2023

Eğitim Bilim Ve Araştırma Dergisi

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show abstract

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Moral Agency and Workplace Aggression

Cited by 1 publication

References 0 publications

Destructive Leadership and Organizational Culture as the Predecessors of Academic Mobbing

Destructive Leadership and Organizational Culture as the Predecessors of Academic Mobbing

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