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Worker Responses to Bully Bosses

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  • Joanne D. Leck
  • Bella L. Galperin

Abstract

The tragic events resulting from workplace bullying and the increased legal pressure on organizations to prohibit harassment have resulted in many organizations adopting anti-bullying policies to protect their workers from bully bosses. Whether or not these initiatives are perceived by workers to be effective, however, is unknown. This paper examines how workers (both victims and non-victims) perceive their organization's willingness to eradicate bullying, how they perceive the effectiveness of anti-bullying policies, and how they respond to bully bosses. Based on a large survey sample and several in-depth interviews, results suggest that victims and non-victims differ in their perceptions and responses.

Suggested Citation

  • Joanne D. Leck & Bella L. Galperin, 2006. "Worker Responses to Bully Bosses," Canadian Public Policy, University of Toronto Press, vol. 32(1), pages 85-98, March.
    • Handle: RePEc:cpp:issued:v:32:y:2006:i:1:p:85-98
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    1. Budd, J.W. & Arvey, R.D., 1994. "The Corelates and Consequences of Workplace Violence," Papers 94-07, Minnesota - Industrial Relations Center.
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    Cited by:

    1. Al-Karim Samnani, 2013. "The Early Stages of Workplace Bullying and How It Becomes Prolonged: The Role of Culture in Predicting Target Responses," Journal of Business Ethics, Springer, vol. 113(1), pages 119-132, March.
    2. Gabriele Giorgi & Jose Leon-Perez & Alicia Arenas, 2015. "Are Bullying Behaviors Tolerated in Some Cultures? Evidence for a Curvilinear Relationship Between Workplace Bullying and Job Satisfaction Among Italian Workers," Journal of Business Ethics, Springer, vol. 131(1), pages 227-237, September.

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