Anders Skogstad

Bullying at work: Epidemiological findings in public and private organizations

Abstract The aim of the study was to investigate the prevalence of bullying and harassment at work, to identify risk groups and risk organizations, and to investigate who the victims report to be their tormentors. Bullying and harassment are defined as situations where a worker or a supervisor is systematically mistreated and victimized by fellow workers or supervisors through repeated negative acts. However, to be a victim of such bullying one must also feel inferiority in defending oneself in the actual situation. Data from 14 different Norwegian surveys (N = 7986) are presented, encompassing a broad array of organizations and professions. The results show that bullying and harassment at work are widespread problems in Norwegian working life. As many as 8.6% of the respondents had been bullied at work during the previous six months. Organizations with many employees, male-dominated organizations, and industrial organizations had the highest prevalence of victimization. Older workers had a higher risk of...

The destructiveness of laissez-faire leadership behavior.

The aim of the study is to test the assumption that laissez-faire leadership behavior is not a type of zero-leadership, but a type of destructive leadership behavior that shows systematic relationships with workplace stressors, bullying at work, and psychological distress. A survey of 2,273 Norwegian employees was conducted and analyzed. Laissez-faire leadership was positively correlated with role conflict, role ambiguity, and conflicts with coworkers. Path modeling showed that these stressors mediated the effects of laissez-faire leadership on bullying at work and that the effects of laissez-faire leadership on distress were mediated through the workplace stressors, especially through exposure to bullying. The results support the assumption that laissez-faire leadership behavior is a destructive leadership behavior.

Relationships between stressful work environments and bullying: Results of a large representative study

Abstract This paper contributes to the relatively sparse knowledge about relationships between stressful work environments and bullying. Relationships between job stressors and leadership behaviour were analysed as possible predictors of bullying at work on the basis of the work environment hypothesis, which states that stressful and poorly organized work environments may give rise to conditions resulting in bullying. Analyses of a representative sample (n=2539) of the Norwegian workforce showed role conflict, interpersonal conflicts, and tyrannical and laissez-faire leadership behaviour to be strongly related to bullying, and that the strength of associations to a high degree differed for various measures of bullying. Support was found for an interactive relationship between decision authority and role conflict at different levels of laissez-faire leadership. Not only targets and bully/targets but also bystanders assessed their work environment more negatively than did non-involved employees, while perpetrators of bullying did not differ significantly from non-involved employees as regards their perception of the work environment. Hence, bullying is likely to prevail in stressful working environments characterized by high levels of interpersonal friction and destructive leadership styles. In addition, bullying is particularly prevalent in situations where the immediate supervisor avoids intervening in and managing such stressful situations.

Prevalence of workplace bullying in Norway: Comparisons across time and estimation methods

This study investigates the prevalence of exposure to workplace bullying in a representative sample of 2539 Norwegian employees utilizing different measurement and estimation methods. The prevalence of workplace bullying varied from 2 to 14.3% depending on method of measurement and estimation. Latent class cluster analysis is concluded to give the most reliable estimate (6.8%). Compared to a similar Norwegian study published in 1996, the prevalence of self-reported victimization from bullying is considerably reduced; from 8.6% in the early 1990s to 4.6% in 2005. In the 1996 study, 4.6% labelled themselves as victims of severe bullying, the corresponding number being 2% in 2005.

The relative impact of workplace bullying as a social stressor at work

Exposure to workplace bullying has been argued to be a severe social stressor and a more crippling and devastating problem for affected individuals than the effects of all other work-related stressors put together. However, few studies have explicitly investigated this assumption. In a representative sample of the Norwegian working population, the present study investigated the relative contribution of workplace bullying as a predictor of individual and organizational related outcomes after controlling for the well-documented job stressors of job demands, decision authority, role ambiguity and role conflict. Bullying was found to be a significant predictor of all the outcomes included, showing a substantial relative contribution in relation to anxiety and depression, while for job satisfaction, turnover intention and absenteeism, more modest relative contributions were identified. Workplace bullying is indeed a potent social stressor with consequences similar to, or even more severe than, the effects of other stressors frequently encountered within organizations. Thus, the finding that bullying has a considerable effect on exposed individuals also when controlling for the effects of other job stressors demonstrates bullying as a serious problem at workplaces that needs to be actively prevented and managed in its own right.

The Prevalence of Destructive Leadership Behaviour

This study investigates the prevalence of the four types of destructive leadership behaviour in the destructive and constructive leadership behaviour model, in a representative sample of the Norwegian workforce. The study employs two estimation methods: the operational classification method (OCM) and latent class cluster (LCC) analysis. The total prevalence of destructive leadership behaviour varied from 33.5% (OCM) to 61% (LCC), indicating that destructive leadership is not an anomaly. Destructive leadership comes in many shapes and forms, with passive forms prevailing over more active ones. The results showed that laissez-faire leadership behaviour was the most prevalent destructive leadership behaviour, followed by supportive–disloyal leadership and derailed leadership, while tyrannical leadership behaviour was the least prevalent destructive leadership behaviour. Furthermore, many leaders display constructive as well as destructive behaviours, indicating that leadership is not either constructive or destructive. The study contributes to a broader theoretical perspective on what must be seen as typical behaviour among leaders.

The oldest old, ADL, social network, and loneliness.

This study examined the influence of activities of daily living (ADL) and frequency of social contacts on the loneliness and social relationships in a sample of very elderly individuals. Associations between finctional ability, social contacts, and emotional loneliness and social loneliness were also assessed. The sample was composed of 221 participants age 80 to 105 years, residing in the greater Bergen area in Norway. Results demonstrated that dependence on the environment in ADL is related to low levels of emotional loneliness, whereas only dependence in activities of toileting and transfrrring corresponded with low levels of social loneliness. High frequency of social contacts with family, friends, or neighbors was negatively related to both emotional and social loneliness. Results show that frequency of such contacts appeared to buffer the effect of continence on emotional loneliness and the effect of toileting and transferring on social loneliness.

Individual and situational predictors of workplace bullying: Why do perpetrators engage in the bullying of others?

Abstract Stressful working environments are often assumed to create conditions that may lead to bullying. However, few studies have investigated how factors experienced in the work environment may trigger perpetrators to engage in bullying of others. Drawing on Spector and Foxs (2005) stressor–emotion model of counterproductive work behaviour, the present study investigated the predictive effects of both individual and situational factors as predictors of being a perpetrator of workplace bullying, as applied to a representative sample of the Norwegian workforce (N=2359). Results from logistic regression analysis show that being oneself a target of bullying, regardless of the frequency, and being male strongly predicted involvement in bullying of others. Among the situational factors, only role conflict and interpersonal conflicts significantly predicted being a perpetrator of bullying. The present findings support the notion that bullying will thrive in stressful working environments and thus yield an important contribution in identifying antecedent conditions to counteract the development of bullying at workplaces.

ORGANIZATIONAL CHANGES: A PRECURSOR OF BULLYING AT WORK?

In the present paper direct as well as indirect relationships between organizational changes and exposure to bullying at work are investigated. Interpersonal conflicts are hypothesized to mediate changes on bullying. Data from a sample of 2408 Norwegian employees confirmed that different organizational changes were moderately associated with task-related bullying at work, and that exposure to more changes increased the likelihood of being bullied. Structural equation modelling supported the assumption that changes were directly related to bullying. However, the hypothesis that changes were mediated on bullying through interpersonal conflicts was not supported. Results indicate that organizational changes and interpersonal conflicts are separate, and mainly independent, precursors of bullying at work.

Loneliness among the Oldest Old, a Comparison between Residents Living in Nursing Homes and Residents Living in the Community

Two groups of individuals, eighty years of age or older, were compared with respect to the experience of loneliness and the influence of social relationships. One group was living in nursing homes. The other group was living alone in their own homes in the community. There were no significant differences in experienced loneliness between residents with close contacts with members of family and friends compared to residents without such contacts in either of the two groups, with one exception: institutional residents with existing contacts with former neighbors reported significantly lower levels of loneliness compared to institutional residents without such contacts. Frequency of contacts with family and neighbors did not influence significantly the degree of loneliness for residents in institutions. For residents in the community there were significant differences in experienced loneliness between those who had frequent contacts with family members and neighbors and those with infrequent contacts. Institutional residents, like residents in the community who desired more frequent contacts with family members and friends, reported higher levels of loneliness, compared to those who reported sufficient contacts.