Am I really bullying? – leaders perspective on employee accusations

Research output: Contribution to conferenceConference abstract for conferenceResearchpeer-review

Standard

Am I really bullying? – leaders perspective on employee accusations. / Skakon, Janne.

2017. 901 Abstract from EAWOP 18th congress of the European Association of Work and Organizational Psychology, Dublin, Ireland.

Research output: Contribution to conferenceConference abstract for conferenceResearchpeer-review

Harvard

Skakon, J 2017, 'Am I really bullying? – leaders perspective on employee accusations', EAWOP 18th congress of the European Association of Work and Organizational Psychology, Dublin, Ireland, 17/05/2017 - 20/05/2017 pp. 901. <http://eawop.org/ckeditor_assets/attachments/855/final_version_abstract_book_dublin_2017.pdf?1497813734>

APA

Skakon, J. (2017). Am I really bullying? – leaders perspective on employee accusations. 901. Abstract from EAWOP 18th congress of the European Association of Work and Organizational Psychology, Dublin, Ireland. http://eawop.org/ckeditor_assets/attachments/855/final_version_abstract_book_dublin_2017.pdf?1497813734

Vancouver

Skakon J. Am I really bullying? – leaders perspective on employee accusations. 2017. Abstract from EAWOP 18th congress of the European Association of Work and Organizational Psychology, Dublin, Ireland.

Author

Skakon, Janne. / Am I really bullying? – leaders perspective on employee accusations. Abstract from EAWOP 18th congress of the European Association of Work and Organizational Psychology, Dublin, Ireland.

Bibtex

@conference{d0b542a8631f4c349f7a3deb30872c4e,
title = "Am I really bullying? – leaders perspective on employee accusations",
abstract = "Purpose: Research points to leaders playing a pivotal role in bullying and that poor relationships between management andemployees increases the risk of bullying. This study aims at revealing leaders explanations of the situation and their behavior,described as bullying behavior by their employees.Design/Methodology: A qualitative approach is formed by semi-structured interviews with four leaders from various workplaces,who have been involved in situations with employees who accuse them for bullying behavior. A phenomenological analysis of theleaders narratives is conducted.Results: Four themes appears; 1. Changing organizational demands and the leader{\textquoteright}s executive authority, when employees disagreeswith leadership decisions, 2. Individual stress affecting cognitive capacity, behavior and communication, for both leader andemployee, 3. Power struggles on a personal level, where the leader{\textquoteright}s position is continuously challenged by an employee, 4. To(anonymously) accuse a leader for bullying is a powerful means to cast doubt on the leader's skills, as the Danish health and safetylegislation requires immediate intervention.Limitations: In order to generalize findings, the qualitative data analysis might only form hypothesis to be further researched in aquantitative design.Research/Practical Implications: Exploring various narratives in play, thus deconstructing the concept of bullying, might both inspirefuture research in the field, and extend intervention possibilities.Originality/Value: This study informs current research in the field, by offering a new perspective of the concept of bullying, victimand power exercising in the light of a larger organizational context.",
keywords = "Faculty of Social Sciences, Sense making, Qualitative approach, Work context, Manager, Power, Relations",
author = "Janne Skakon",
year = "2017",
month = may,
day = "18",
language = "English",
pages = "901",
note = "EAWOP 18th congress of the European Association of Work and Organizational Psychology : Enabling Change through Work and Organizational Psychology ; Conference date: 17-05-2017 Through 20-05-2017",
url = "http://www.eawop2017.org/",

}

RIS

TY - ABST

T1 - Am I really bullying? – leaders perspective on employee accusations

AU - Skakon, Janne

PY - 2017/5/18

Y1 - 2017/5/18

N2 - Purpose: Research points to leaders playing a pivotal role in bullying and that poor relationships between management andemployees increases the risk of bullying. This study aims at revealing leaders explanations of the situation and their behavior,described as bullying behavior by their employees.Design/Methodology: A qualitative approach is formed by semi-structured interviews with four leaders from various workplaces,who have been involved in situations with employees who accuse them for bullying behavior. A phenomenological analysis of theleaders narratives is conducted.Results: Four themes appears; 1. Changing organizational demands and the leader’s executive authority, when employees disagreeswith leadership decisions, 2. Individual stress affecting cognitive capacity, behavior and communication, for both leader andemployee, 3. Power struggles on a personal level, where the leader’s position is continuously challenged by an employee, 4. To(anonymously) accuse a leader for bullying is a powerful means to cast doubt on the leader's skills, as the Danish health and safetylegislation requires immediate intervention.Limitations: In order to generalize findings, the qualitative data analysis might only form hypothesis to be further researched in aquantitative design.Research/Practical Implications: Exploring various narratives in play, thus deconstructing the concept of bullying, might both inspirefuture research in the field, and extend intervention possibilities.Originality/Value: This study informs current research in the field, by offering a new perspective of the concept of bullying, victimand power exercising in the light of a larger organizational context.

AB - Purpose: Research points to leaders playing a pivotal role in bullying and that poor relationships between management andemployees increases the risk of bullying. This study aims at revealing leaders explanations of the situation and their behavior,described as bullying behavior by their employees.Design/Methodology: A qualitative approach is formed by semi-structured interviews with four leaders from various workplaces,who have been involved in situations with employees who accuse them for bullying behavior. A phenomenological analysis of theleaders narratives is conducted.Results: Four themes appears; 1. Changing organizational demands and the leader’s executive authority, when employees disagreeswith leadership decisions, 2. Individual stress affecting cognitive capacity, behavior and communication, for both leader andemployee, 3. Power struggles on a personal level, where the leader’s position is continuously challenged by an employee, 4. To(anonymously) accuse a leader for bullying is a powerful means to cast doubt on the leader's skills, as the Danish health and safetylegislation requires immediate intervention.Limitations: In order to generalize findings, the qualitative data analysis might only form hypothesis to be further researched in aquantitative design.Research/Practical Implications: Exploring various narratives in play, thus deconstructing the concept of bullying, might both inspirefuture research in the field, and extend intervention possibilities.Originality/Value: This study informs current research in the field, by offering a new perspective of the concept of bullying, victimand power exercising in the light of a larger organizational context.

KW - Faculty of Social Sciences

KW - Sense making

KW - Qualitative approach

KW - Work context

KW - Manager

KW - Power

KW - Relations

M3 - Conference abstract for conference

SP - 901

T2 - EAWOP 18th congress of the European Association of Work and Organizational Psychology

Y2 - 17 May 2017 through 20 May 2017

ER -

ID: 178357663