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Are Rational Self-Interested Leadership Behaviors Contributing to the Workplace Bullying Phenomenon in Canada and the United States?

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DOI: 10.4236/ajibm.2013.36A004    5,194 Downloads   7,943 Views   Citations


Workplace bullying is a phenomenon in American and Canadian organizations that has been ignored for many years and as a result targeted employees are suffering [1-3]. Workplace bullying is at epidemic proportions with little done to address the issue. The workplace for bullied employees has become an uncivilized and hostile environment [4]. Leaders who embrace a rational self-interested approach to leading are contributing to the workplace bullying phenomenon. Using Chi Square tests of independence, the study was conducted to determine the extent to which rational self-interested leaders rely on bullying behaviors when interacting with employees. Three hundred fifty-five employees were asked to complete a survey consisting of fifteen bullying behavior statements. The results of the Chi Square tests indicate a significant relationship exists between employee demographics vs. certain bullying behaviors associated with threats to personal standing, professional status and destabilization. The results further reveal that rational self-interested leaders are relying on bullying in three areas: threat to personal standing, threat to professional status and destabilization. It was also noted that if the rational self-interest leader did not make changes the problem of workplace bullying would continue to escalate. The recommendation was that rational self-interested leaders could benefit by changing their perspective on employees to include more personal and humane treatment, rewards, and recognition.

Conflicts of Interest

The authors declare no conflicts of interest.

Cite this paper

L. Barrow, S. Kolberg, J. Mirabella and A. Roter, "Are Rational Self-Interested Leadership Behaviors Contributing to the Workplace Bullying Phenomenon in Canada and the United States?," American Journal of Industrial and Business Management, Vol. 3 No. 6A, 2013, pp. 33-38. doi: 10.4236/ajibm.2013.36A004.


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