Strategic bullying as a supplementary, balanced perspective on destructive leadership

By Gerald R. Ferris, Robert A. Zinko, Robyn L. Brouer, M. Buckley, Michael G. Harvey. 2007

307 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/665bd67dc33baee035738164c3fd3a0802c18b05

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “…whereby they are more easily influenced and controlled, in order to achieve personal and/or organizational objectives Leader behaviors No No Ferris et al. (2007) Pseudotransformational leadership Refers to a leader’s emphasis on advancing their own self-serving objectives at the expense of…”
Are Bullying Behaviors Tolerated in Some Cultures? Evidence for a Curvilinear Relationship Between Workplace Bullying and Job Satisfaction Among Italian Workers (2015, background): “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).”
When and How Subordinate Performance Leads to Abusive Supervision: A Social Dominance Perspective (2018, background): “, Ferris et al., 2007; Krasikova et al., 2013; Tepper, 2007; Walter et al., 2015). Tepper, Duffy, et al. (2011) have suggested three objectives that could motivate the strategic abuse of a subordinate. These are based on Tedeschi and Felson’s (1994) social interaction theory of aggression, which sug”
Destructive Leadership (2013, methodology): “Thus, destructive methods of influence that are used instrumentally by leaders to meet organizationally sanctioned goals or to prompt better performance by followers (e.g., Ferris et al., 2007) may be tolerated or even encouraged by the organization (Anand et al., 2005).”
Qualitative Research Method - Phenomenology (2014, background): “There is a limited exploration of what abusive supervision means in terms of its aspects and features, what supervisory impulsive and strategic abuse means for employees, employers, peers, (Ferris et al., 2007; Tepper, Duffy, & Breaux-Siognet, 2012).”
Workplace bullying and the employment relationship (2011, background): “Firstly, while some bullying by managers may be conscious and rational (Ferris et al., 2007), other examples of it may not be so.”
Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership (2011, background): “Many researchers have sought to explain destructive brands of leadership in terms of negative life themes (O’Connor et al., 1995; Ferris et al., 2007; Padilla et al., 2007) and dispositional traits such as narcissism (House & Howell, 1992; Hogan, Raskin, & Fazzini, 1990; Hogan & Hogan, 2001; Hogan,…”