Understanding the psychology of workplace bullies: the impact of Dark Tetrad and how to mitigate it

Khan, Hira; Cristofaro, Matteo; Chughtai, Muhammad Salman; Baiocco, Silvia

doi:10.1108/mrr-09-2022-0681

Cited by 10 publications

(8 citation statements)

References 67 publications

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“…This article suggests that a comprehensive understanding of how SL performance emerges and how to manage it can only be achieved by examining the connections between SLT and BDT. This involves considering the effects of the bounded rationality of individuals, potential collective biases and beliefs and their personality characteristics (also dark ones; Khan et al. , 2023) on self-leading teams.…”

Section: Discussionmentioning

confidence: 99%

Self and shared leadership in decision quality: a tale of two sides

Cristofaro

Neck

Giardino

et al. 2023

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PurposeThis study aims to investigate the relationship between shared leadership (SL) and decision quality, utilizing shared leadership theory (SLT) and behavioral decision theory (BDT). The authors will explore the mediating role of “decision comprehensiveness” in the SL–decision quality linkage. Additionally, the authors will examine how individual “self-leadership” and “debate” among team members moderate the relationship between SL and decision comprehensiveness.Design/methodology/approachThe authors tested the hypothesized moderated mediation model using a sample of 506 professionals employed in 112 research and development (R&D) teams, along with their direct managers from large Italian firms. To examine the relationships, the authors employed confirmatory factor analyses and path analyses. In order to address endogeneity concerns, the authors incorporated an instrumental variable, namely delegation, into the analysis.FindingsSL positively influences decision quality, mediated by decision comprehensiveness, where teams include comprehensive information in decision-making. The level of debate among team members positively moderates the SL–decision comprehensiveness relationship. High levels of self-leadership can harm SL by reducing decision comprehensiveness, indicating a downside. However, low or moderate levels of self-leadership do not harm decision comprehensiveness and can even benefit SL.Originality/valueThis is the first work to investigate the relationship between SL and decision quality, shedding light on the mechanisms underlying this association. By integrating SLT and BDT, the authors provide insights into how managers can make higher-quality decisions within self-leading teams. Moreover, this research makes a distinct contribution to the field of self-leadership by delineating its boundaries and identifying a potentially negative aspect within the self-influence process.

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Section: Discussionmentioning

confidence: 99%

Self and shared leadership in decision quality: a tale of two sides

Cristofaro

Neck

Giardino

et al. 2023

Self Cite

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“…Currently, there are several critical issues related to the social and environmental impacts of hotels including waste production, energy and water consumption (Kim et al. , 2019), and workplace bullying (Khan et al. , 2023).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Explaining co-evolutionary dynamics between internal and external factors driving BMI for sustainability can thus help tourism firms, and hotels in particular, to reduce the critical issues related to their social and environmental impacts (Kim et al. , 2019; Khan et al. , 2023).…”

Section: Implications Limitations and Conclusionmentioning

confidence: 99%

“…This is especially relevant for service sector firms, which are the most dynamic and fastest growing worldwide (UNWTO, 2022) with widespread sustainability implications (Correa and Ferreira, 2022) and strong dependence on the BM to innovate their offering (Cheah et al. , 2018), particularly as far as tourism firms are concerned (Khan et al. , 2023; Kim et al.…”

Section: Introductionmentioning

confidence: 99%

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Business model innovation in sustainable entrepreneurship: co-evolutionary evidence from small accommodation firms

Baiocco,

Paniccia

2023

BPMJ

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PurposeThis paper aims to better understand how business model innovation (BMI) occurs in the context of sustainable entrepreneurship, emphasizing the dialectical nature of entrepreneurial relationships. To do so, key interdependencies and reciprocal influences between internal/firm-specific and external/environmental factors underlying BMI for sustainability are analysed through co-evolutionary lenses.Design/methodology/approachA co-evolutionary framework is developed and applied to a longitudinal business model (BM) analysis of 15 Italian widespread hotels, which creatively use historic villages at risk of abandonment to establish their hotels.FindingsLargely influenced by the interplay between internal and external factors, BMI of widespread hotels occurs through multilevel co-adaptations, which are recognised as virtuous by all stakeholders involved. Effective variations of the BM value elements are selected resulting in circular economy practices, which are retained for successful BMI, radical (first) and incremental (thereafter). Knowledge of specific local and multi-local conditions, time awareness and a future-oriented temporal perspective, by both entrepreneurs and policymakers, favour this dynamic.Practical implicationsDeveloping targeted policies and practices based on increased organisational knowledge supported by indicators can help in selecting and retaining successful variations of BMs appropriately in/with time with positive effects on firms' performance and sustainable development.Originality/valueThis study provides a novel co-evolutionary framework that explicitly links sustainable entrepreneurship and BM concepts in the accommodation sector. It further proposes a dynamic and holistic explanation of BMI for sustainability from which the crucial roles of the time-knowledge binomial and circular practices emerge.

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“…Both commercial and state businesses have significantly increased their use of contracted or outsourced labor. Creating and executing employee engagement solutions are more challenging when the employer is “elusive” and there is no typical employer–employee relationship (Khan et al , 2023).…”

Section: Introductionmentioning

confidence: 99%

Manager’s perspective on workers’ participation in management: a scenario-based study on Indian organizations

Mahindru

2023

MRR

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Purpose This paper aims to gain insight into managers' perspectives on the concept and practice of workers' participation in management (WPM) in Indian organizations. WPM is a critical ingredient in organizational effectiveness. However, the most fundamental aspects of WPM, such as the attitudes, expectations of managers and the factors facilitating or hindering the participation process, are less explored. This paper attempts to answer those questions concerning WPM in the context of Indian organizations. Design/methodology/approach The study uses data from 138 managers of Indian public and private sector organizations. Data were collected through an online survey as well as through semi-structured interviews. The study explores potential benefits, roadblocks and supporters from the managers' perspective. Further, to test the hypothesis, the author used multiple regression analysis. Findings The paper demonstrates managers' perception of workers' participation at the board level as the most beneficial and supportive compared to joint consultation and joint decision-making; however, at the same time, it is the one having the most roadblocks in the present Indian Labour laws. Workers, unions and managers' lack of legislative support and intention fuel the fire. The study also found that implementation of WPM is primarily based on statutory norms, and public sector managers are more willing to take the workers on board than managers of private sector organizations. Practical implications This research is of practical significance as it extracts new visions for policymakers in India already planning to implement four new labor codes, namely, wages, industrial relations, social security and occupational safety, health and working conditions. The data from the study will facilitate the Indian labor ministry to lay down policy decisions concerning WPM. Further, the government can acclimatize this analysis to plug the ambiguities in the present WPM system. Originality/value To the best of the author’s knowledge, this is the first study to give insights into the manager's perspective regarding the WPM using a scenario-based approach. In addition, this paper offers valuable suggestions for policymakers to restructure and streamline the country's existing and overlapping labor laws.

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Understanding the psychology of workplace bullies: the impact of Dark Tetrad and how to mitigate it

Cited by 10 publications

References 67 publications

Self and shared leadership in decision quality: a tale of two sides

Self and shared leadership in decision quality: a tale of two sides

Business model innovation in sustainable entrepreneurship: co-evolutionary evidence from small accommodation firms

Manager’s perspective on workers’ participation in management: a scenario-based study on Indian organizations

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