The paradox of managerial tyranny

Ma, Hui; Karri, Ranjan; Chittipeddi, Kumar

doi:10.1016/s0007-6813(04)00046-1

Cited by 33 publications

(33 citation statements)

References 5 publications

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“…Whereas most research on observed mistreatment focuses on moral reactions (Folger, 1998(Folger, , 2001, we suggest that third parties may respond in self-interested ways that help them avoid their own mistreatment (i.e., increases in performance efforts). By doing so, we contribute to the leadership literature that primarily uses positive, not negative, forms of leadership (e.g., transformational leadership, ethical leadership) as a source of employee motivation (see Judge & Piccolo, 2004;Bedi, Alpaslan, & Green, 2016) and provide a partial answer to the question of why destructive leaders are tolerated and may even be effective (Ma, Karri, & Chittipeddi, 2004;Thoroughgood, Padilla, Hunter, & Tate, 2012).…”

Section: Discussionmentioning

confidence: 99%

Self‐protective reactions to peer abusive supervision: The moderating role of prevention focus and the mediating role of performance instrumentality

Shao

Mawritz

2017

J Organ Behavior

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Across 3 studies, we apply a self-protection perspective of observed mistreatment to examine a moderated mediation model on "when" and "why" third parties are motivated by peer abusive supervision. We hypothesize that prevention-focused third parties will increase their performance effort as a response to peer abusive supervision, and this effect is mediated by performance instrumentality. In a field study of working adults (Study 1) and an experimental study that manipulated peer abusive supervision (Study 2), we found that peer abusive supervision interacted with third parties' prevention focus to predict their performance effort such that peer abuse was positively related to third parties' performance effort only for those high on prevention focus. Results were replicated in a second field study of working adults (Study 3). Further, we found support for the mediating effect of performance instrumentality. The theoretical and practical implications of our results are discussed.

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Section: Discussionmentioning

confidence: 99%

Self‐protective reactions to peer abusive supervision: The moderating role of prevention focus and the mediating role of performance instrumentality

Shao

Mawritz

2017

J Organ Behavior

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“…Accordingly, Ferris et al ( 2007 ) found a positive side of bullying suggesting that "the leader often needs to engage in coercive power" with employees who are "unable and unwilling to take responsibility" (p. 201). Correspondently, Ma et al ( 2004 ) highlighted that leader's sarcastic remarks or tyrannical leadership might be associated positively with job performance and productivity.…”

Section: Discussionmentioning

confidence: 99%

Are Bullying Behaviors Tolerated in Some Cultures? Evidence for a Curvilinear Relationship Between Workplace Bullying and Job Satisfaction Among Italian Workers

2014

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Since the early 1990s, increasing attention has been paid to the impact of workplace bullying on employees' well-being and job attitudes. However, the relationship between workplace bullying and job satisfaction remains unclear. This study aims to shed light on the nature of the bullying-job satisfaction relationship in the Italian context (n = 1,393 employees from different organizations). As expected, the results revealed a U-shape curvilinear relationship between workplace bullying and job satisfaction after controlling for demographic variables. In contrast to the curvilinear model, the results support a negative linear relationship between workplace bullying and psychological well-being, in which higher exposure to negative acts at work is associated with diminished well-being. In addition, gender and job position significantly predicted mental health scores where men and managers reported a better psychological well-being than women, blue-collar, and white-collar employees. Practical and theoretical implications are discussed according to these results. AQ1

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“…Tyrants at the head of corporations ''may behave in accordance with the goals, tasks, missions and strategies of the organization, but they typically obtain results not through, but at the cost of, subordinates'' (Einarsen et al 2007, p. 212). Ma et al (2004) emphasize the refusal of tyrants to brook any opposition and their tendency to rule by fear. A narcissistic propensity to see their world primarily as an arena in which to exercise power and seek glory NPD.6…”

Section: Defining Top Executive Hubrismentioning

confidence: 99%

Flying Too Close to the Sun? Hubris Among CEOs and How to Prevent it

2011

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Hubris among CEOs is generally considered to be undesirable: researchers in finance and in management have documented its unwelcome effects and the media ascribe many corporate failings to CEO hubris. However, the literature fails to provide a precise definition of CEO hubris and is mostly silent on how to prevent it. We use work on hubris in the fields of mythology, psychology, and ethics to develop a framework defining CEO hubris. Our framework describes a set of beliefs and behaviors, both psycho-pathological and unethical in nature, which characterize the problematic relationship of the hubris-infected CEO towards his or her own self, others and the world at large. We then demonstrate how the development of authentic leadership may contribute to preventing or attenuating hubris by addressing its psycho-pathological nature through the true self and meaningful relationships with others. In addition to its psycho-pathological dimension, CEO hubris also contains an ethical dimension. We therefore propose that the development of the virtue of reverence might contribute to the prevention or attenuation of CEO hubris, because reverence makes the individual aware of his or her place in the world order and membership of the community of humans.

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The paradox of managerial tyranny

Cited by 33 publications

References 5 publications

Self‐protective reactions to peer abusive supervision: The moderating role of prevention focus and the mediating role of performance instrumentality

Self‐protective reactions to peer abusive supervision: The moderating role of prevention focus and the mediating role of performance instrumentality

Are Bullying Behaviors Tolerated in Some Cultures? Evidence for a Curvilinear Relationship Between Workplace Bullying and Job Satisfaction Among Italian Workers

Flying Too Close to the Sun? Hubris Among CEOs and How to Prevent it

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