The no asshole rule : building a civilized workplace and surviving one that isn't

By R. I. Sutton. 2010

250 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/35fc6015d6087e205004b7f6e9eef9c992761956

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Citations in the corpus

Preventing workplace mobbing and bullying with effective organizational consultation, policies, and legislation. (2009, background): “Using terms like the bully or the asshole in the workplace (Sutton, 2007) is more likely to produce paradoxical unintended consequences.”
Fairness at the Group Level: Justice Climate and Intraunit Justice Climate (2009, background): “Not only is it unpleasant to observe the mistreatment of others (Sutton, 2007), but neutral onlookers will go so far as to attempt to rectify the injustice by punishing harm doers (Lerner, 2003), and this occurs even if it is personally costly to do so (Kahneman, Knetsch, & Thaler, 1986; Rupp & Bell”
Abusive supervision, intentions to quit, and employees' workplace deviance: A power/dependence analysis (2009, background): “We concur with Sutton’s (2007) position that organizational authorities should adopt a zero-tolerance policy when it comes to abusive supervision.”
Emotional regulation as a mediator between interpersonal mistreatment and distress (2013, background): “Of course, direct efforts aimed at the prevention of interpersonal mistreatment at work are also important and suggestions for accomplishing this are available in the more popular press (e.g., Sutton, 2007) and the more research focused literature (e.g., Bell, Quick, & Cycyota, 2002).”
Abusive Supervision Through the Lens of Employee State Paranoia (2014, background): “We make this recommendation with the knowledge that the indispensability of talented individuals within organizations is often overstated (Groysberg, Nanda, & Nohria, 2004) while the total cost of supervisory abuse is often underestimated (Sutton, 2007).”
Abusive Supervision: A Meta-Analysis and Empirical Review (2017, background): “Furthermore, organizations can enforce strict policies that explicitly restrict mistreatment in the workplace and establish a human resources hotline that can be used to anonymously report sources and instances of mistreatment (Sutton, 2007).”
Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance. (2008, background): “These patterns, which are not captured in primary studies because they tend to examine each level in isolation, point to the need to integrate theories of negative coworker influences by using severity as a kind of “accelerant” of damaging social effects (Sutton, 2007).”
Speaking Up to Higher-Ups: How Supervisors and Skip-Level Leaders Influence Employee Voice (2010, background): “Although clearly important, our findings suggest that efforts to eliminate the overt abusers (Sutton 2007) and to “set the right tone from the top” are unlikely to be sufficient for creating a true cross-level learning environment.”
Does it take two to Tangle? Subordinates’ Perceptions of and Reactions to Abusive Supervision (2015, background): “For example, organizations can train supervisors to engage in constructive conflict management that addresses concerns and provides feedback in a timely and appropriate manner that considers subordinates’ personality traits (Sutton 2007).”
The Wheel Model of humor: Humor events and affect in organizations (2012, background): “In his recent book, provocatively entitled The No Asshole Rule, Robert Sutton (2007) documents the destructive power of workplace abuse, tyranny, harassment, aggression, and bullying.”
Leader toxicity: An empirical investigation of toxic behavior and rhetoric (2010, background): “The publicizing of toxic behaviors can also negatively affect an organization’s bottom line or its ability to attract qualified ethical candidates (Sutton, 2007).”
Abusive supervision and retaliation: A self-control framework (2014, background): “Beyond self-control capacity, it seems prudent for organizations to affect supervisors’ motivation to self-control by informing them of the negative consequences of engaging in abusive acts (see Sutton, 2007).”
The Dark Side of Leadership: A Three-Level Investigation of the Cascading Effect of Abusive Supervision on Employee Creativity (2012, background): “An overall zero-tolerance policy with regard to abusive supervision should be adopted and stated to organizational members at all hierarchical levels (Sutton, 2007).”