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Understanding Coping Strategies and Behaviors of Employees Affected by Toxic LeadershipMorris, Jr., Jerry A 01 January 2019 (has links)
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.
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Prédire la déviance au travail : les rôles de l’autonomie et du leadership transformationnelBureau, Julien 11 1900 (has links)
No description available.
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Time Orientation, Rational Choice and Deterrence: an Information Systems PerspectivePope, Michael Brian 17 August 2013 (has links)
The present study examines General Deterrence Theory (GDT) and its "parent," Rational Choice Theory (RCT), in an information security setting, assessing the behavioral intent to violate organizational policy under varying levels of certainty, severity and celerity of negative sanction. Also assessed is the individual computer user's time orientation, as measured by the Consideration of Future Consequences (CFC) instrument (Strathman et. al, 1994). How does rational consideration of violation rewards influence the impact of sanctions on individuals? How does time orientation impact intent to violate security policy? How do these operate in an IS context? These questions are examined by assessing the responses of university students (N = 443) to experimental manipulations of sanctions and rewards. Answering vignettes with the factorial survey method, intent to violate is assessed in a setting of Internet piracy of electronic textbooks while being monitored by computer security systems. Findings show that, although traditional GDT variables and reward impact intent to violate, CFC does not cause the hypothesized moderating effect on these variables. However, post-hoc analysis reveals a direct effect of time orientation on behavioral intent, as well as a weak moderating effect opposite of the hypotheses, indicating increased time orientation positively moderates, rather than negatively moderates, the impact of reward on intent to violate. Implications for theory and practice, and future research directions, are discussed.
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