Supervisor ostracism and defensive silence: a differential needs approach

Leadership Ostracism Behaviors From the Target’s Perspective: A Content and Behavioral Typology Model Derived From Interviews With Chinese Employees

“…Interestingly, since the introduction of the concept of workplace ostracism, it has commonly been assumed to constitute a general phenomenon, without any specific reference to its source (Hitlan et al, 2006). However, based on the need-threat/need fortification framework of Williams (2007), different sources of workplace ostracism (e.g., coworker, leader, or entire work groups or organizations, see Williams, 2001) may possibly trigger different psychological processes (Wu et al, 2016; Jahanzeb et al, 2018), implying that it may be worthwhile accounting for the source of the behavior. A study by Jahanzeb et al (2018), for instance, showed that ostracism from supervisors primarily threatens victims’ efficacy needs, which then leads to defensive silence and emotional exhaustion.…”

“…However, based on the need-threat/need fortification framework of Williams (2007), different sources of workplace ostracism (e.g., coworker, leader, or entire work groups or organizations, see Williams, 2001) may possibly trigger different psychological processes (Wu et al, 2016; Jahanzeb et al, 2018), implying that it may be worthwhile accounting for the source of the behavior. A study by Jahanzeb et al (2018), for instance, showed that ostracism from supervisors primarily threatens victims’ efficacy needs, which then leads to defensive silence and emotional exhaustion. Ostracism from co-workers, on the other hand, may trigger threats to relational needs, such as self-esteem and belongingness (Balliet and Ferris, 2013).…”

“…Still, in spite of significant efforts to document ostracism in organizations, one particular version of ostracism in the workplace has yet to be adequately illuminated, namely that of leadership ostracism (also called supervisor/supervision ostracism), i.e., being subjected to ostracism behaviors carried out by one’s immediate supervisor. Specifically, although leaders’ positional power has been suggested to prolong the distress of ostracism (Nezlek et al, 2012), and possibly to yield different effects on employees’ work-related behaviors (e.g., Hitlan et al, 2006; Jones et al, 2009; Jahanzeb et al, 2018), few, if any scholars, have attempted to explore the content and typology of leadership ostracism from the subjective viewpoint of the targets.…”

Impact of Ethical Leadership on Employees Helping Behavior: Role of Moral Attentiveness and Moral Courage

“…English is the official language of Pakistan and is widely understood and used so the questionnaires were distributed in the English language. Previous studies have also used questionnaires in the English language and did not face any language-related issues (Fatima, Majeed & Shah, 2018;Jahanzeb, Fatima & Malik, 2018 Brown et al (2005) on a 5-point Likert scale was used to measure ethical leadership perceptions using the 10-items. An example item is "My leader sets an example of how to do things the right way in terms of ethics".…”

Causes and Manifestations of Ostracism in the Educational Environment

“…Індивіди, які демонструють високий рівень екстернальної поведінки, зокрема агресію, гіперактивність або зрив, також часто стають жертвами соціальної ізоляції. Особистість, відкинута через зовнішню поведінку, з більшою імовірністю буде продовжувати проявляти зовнішню симптоматику [13,14]. Дослідники стверджують, що прояв ворожої атрибуції пов'язаний із підвищеною агресією у відповідь на досвід вилучення.…”