Relational aggression (RA) is a social phenomenon that can severely impact organizational profitability and employee productivity. A gap in the literature exists concerning appropriate interventions to manage RA. The purpose of this study was to explore successful interventions that have been used to manage RA. The theoretical framework was informed by psychological contract theory. Data were collected via semistructured face-to-face interviews with 12 victims, and then analyzed using data management, reading and memorization, description, classification, interpretation, and representation. NVivo software was used to organize the data in this study. The research consisted of 3 subquestions addressing the role of written policies in interventions, common practices and reactions of management, and victims' requests for attention to grievance reports. Five key themes emerged. The first and second pertain to the proactive and reactive role of written policies. The third and fourth focus on management's negative and positive reactions in response to grievance reports. The fifth identifies victims' expectations for their grievance reports. Commonly found interventions include impartially listening to both sides, investigation, restoration of damages, social justice, and identifying root causes for RA in the workplace. Implications for positive social change include enhanced employee well-being and performance and increased organizational effectiveness. Results may lead to positive changes by providing useful information that can be implemented by organizations to prevent and address RA, which can improve employee well-being.

Toxic leaders affect nearly half of the U.S. employee base and create environments in which followers, peers, and staff might be less effective due to stress, devaluation, and potential job loss. A multiple case study approach was used to understand what coping strategies employees use to reduce the negative effects of toxic leadership on themselves, other employees, and the overall workplace; and to understand the behaviors that result from these strategies. The purposeful and snowball sample consisted of 29 participants within the United States, ages 30 to 65, who worked within two or more organizations and who either directly experienced a toxic leader or observed someone who did. The theoretical framework was based on betrayal trauma theory, conservation of resources theory, and the cognitive theory of trauma. Research questions focused on how affected employees coped during and after the toxic event and any coping differences between sample groups. Data were collected via one-on-one telephone interviews. Data were analyzed via data organization, acquaintance, classification, coding, and interpretation. The major themes that emerged were emotional reaction, coping strategies used, effects at work and home, and resulting health issues for both person and family. Seeking resource help was identified as the most effective coping strategy when dealing with a toxic leader. Toxic leadership can have lasting negative effects on both organizations and employees that can extend beyond the workplace. Organizations have an organizational and social responsibility to address toxic leader behaviors and provide resources to employees to counteract toxic leadership to create a more positive work environment where employees can find work rewarding and fulfilling.