User:Penbat/climate of fear

Climate of fear in organisational settings: Construct definition, measurement and a test of theory NM Ashkanasy, GJ Nicholson - Australian Journal of …, 2003 - Wiley Online Library ... As our theory predicted, climate of fear proved to vary between worksites, but there was no significant organisation effect. This affirms that there is an effect on individuals' perceptions at the worksite level, causing them to share a perception of fear in the workplace that is greater ... Cited by 47 Related articles All 7 versions Cite Save Organisational effects of workplace bullying

Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice, Second Edition Paperback – 28 Sep 2010

H Hoel, MJ Sheehan, CL Cooper… - … in the workplace: …, 2011 - books.google.com ... 1999), in a study of public- sector union members, approximately one in five workers reported having considered leaving the workplace as a result of witnessing bullying taking place. Rayner explained these figures by pointing to the presence of a climate of fear in which ... Cited by 392 Related articles All 2 versions Cite Save

When employees get the sense that bullies “get away with it”, a “climate of fear” may be the result. It may be that management knowing about the bullying and failing to correct worsens the situation. According to Rayner (1999), in a study of public sector union members, approximately one in five workers reported having considered leaving the workplace as a result of witnessing bullying taking place. Rayner explained these figures by pointing to the presence of a climate of fear in which employees considered reporting to be unsafe, where bullies had “got away with it” previously despite management knowing of the presence of bullying. 59 Some leadership styles contribute cultures of fear. [S]everal other studies have confirmed a relationship between bullying, on the one hand, and an autocratic leadership and an authoritarian way of settling conflicts or dealing with disagreements, on the other. An authoritarian style of leadership may also create a climate of fear, where there is little or no room for dialogue and where complaining may be considered futile. Such a form of autocratic or coercive leadership seems to come close to what Einarsen et al. (2007) label as tyrannical leadership and Ashforth (1994) referred to as “petty tyranny.” 60 60