We also asked whether they stopped the abusive behavior in the end. After recalling and describing the abusive incidents, supervisors were instructed to rate how they felt and acted in the time after exerting abuse. We then asked them to write about this experience with as much detail as possible. To do so, we asked supervisors to reflect upon a time in which they directed demeaning comments and rude behavior towards subordinates. My latest research sought to provide answers by asking both supervisors and employees about their willingness to address abusive supervision at work.įirst, my colleague, Bailey Bigelow, and I wanted to understand what makes abusive bosses change their behavior.
Given the harmful consequences of abusive bosses, the question is what can be done to change this behavior.
Employees report feeling emotionally drained, experience lower well-being, and even increased conflict at home (i.e., work-family conflict). Toxic workplaces also impair the lives of individuals beyond the work realm. Furthermore, abusive work environments destroy important bonds between team members, which further results in reduced performance and citizenship behaviors, meaning that employees are less likely to help and support each other. For example, in a multi-study effort, my colleagues and I discovered that abusive climates negatively impact a work group’s collective efficacy, which indicates that the team has lost its confidence to adequately perform a given task. More so, studies have even shown that employees who experience abuse from a supervisor are also more inclined to “pass on” this type of treatment in a ripple effect.Īs such, the outcomes of destructive workplaces are devastating, harming work teams and individuals alike. In essence, employees start to think that “this is how it’s done around here,” and this belief manifests itself in a toxic environment that tolerates abusive acts. Because employees look to and learn from managers, they come to understand that this type of interpersonal mistreatment is acceptable behavior in the company. Indeed, some of my own research has shown that abusive behavior, especially when displayed by leaders, can spread throughout the organization, creating entire climates of abuse. While direct interactions with “bad bosses” can be traumatic for employees, the problem often goes further than a single individual. These employees are targets of ridicule, threats, or demeaning comments by their manager on a daily basis, which results in decreased satisfaction, productivity, and commitment to the job as well as the organization at large. Millions of people face abusive supervisors and bullies at work.
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