Edited By Eletra S. Gilchrist-Petty and Shawn D. Long
Chapter contributors write candidly and unapologetically about how they and various populations under investigation mitigate a wealth of dark side behaviors spanning sexualization, cyberstalking, bereavement, and various illnesses.
The different perspectives offer a lens through which students and academics can enhance their understanding of how dark side behaviors are experienced and communicated. They enlighten our understanding of the dark side of human communication, initiate thought-provoking conversations, and inspire future studies that will advance the limitless inquisitions of contextual dark side research.
Context 2: The Dark Side of Organizational Communication
Context Two The Dark Side of Organizational Communication Workplace Bullying: U.S. Academic Managers’ Intervention Strategies Six Susan L. Theiss and Lynne M. Webb Workplace bullying is a rapidly increasing complaint among American workers (Duncan, 2011)� Recent research reveals that ongoing exposure to workplace bullying can lead to turnover, low- ered productivity, group disputes, and negative health outcomes (e�g�, Hollis, 2013; Klein, 2012; Nielsen & Einarsen, 2012)� However, many organizations and their cultures allow bullying to thrive (Hegranes, 2012; Power et al�, 2013), especially organizations that highly reward perfor- mance and productivity (Cooper-Thomas, Gardner, O’Driscoll, Catley, Bentley, & Trenberth, 2013; Samnani & Singh, 2014) as well as organizations in which resources are in short supply (Wheeler, Halbesleben, & Shanine, 2010) and intimidating managers control the purse strings (Armstrong, 2011)� Finally, employee workload and role conflicts also affect workplace bullying (Balducci, Cecchin, & Fraccaroli, 2012)� Bullying research has focused largely on understanding bullies and their victims (e�g�, Lester, 2012; Lutgen-Sandvik, 2013) rather than managers whose actions (or lack of action) play a pivotal role in workplace bullying� Lack of managerial intervention can be decoded as passively condoning bullying and thus perpetuating bullying (Namie & Lutgen–Sandvik, 2010)� Conversely, manage- rial intervention can ameliorate the impact of bullying, especially when managers intervene to break the cycle of abuse and actively discourage bullying (e�g�, Cooper-Thomas et al�, 2013; Giorgi, 2012; Hegranes, 2012)� Our research project examined managers’ perspectives of workplace bullying in a unique or- ganizational setting, higher education, where power differentials between personnel can be sub-...
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