In our “dog-eat-dog” business world, replete with “hostile takeovers,” “poison pills,” and “creative tension,” a world in which “no good deed goes unpunished,” “mercy is for the weak,” and “nice guys finish last,” stories of workplace bullies abound. For example, Linda Wachner, of giant apparel maker Warnaco, once advised an executive to fire people if he wanted to be taken seriously, and Herbert Haft, of the Dart Group, fired his own wife and son because he thought they were usurping his power. Similarly, the rants of Steve Jobs, of Apple Computer, the “Jack Attacks” of Jack Connors, founder of Hill Holliday Advertising, and the emotional abuse heaped upon employees by Leona Helmsley (the “Queen of Mean”) represent very visible examples of the classic “workplace bully.”Contrary to the images conjured up by stories of run-amok bosses, organizational scholars have found that workplace acts of aggression and bullying are somewhat more likely to be perpetrated by co-workers than by superiors. But before going further, let’s first define a few terms. Workplace aggression refers to efforts by individuals to harm others at work, while workplace bullying involves repeated instances of such behavior, occurring weekly and/or daily for six months or more. Rather than being restricted to power plays and tongue-lashings, workplace aggression varies in form and intensity. It includes subtle acts of passive aggression, such as consuming resources needed by the target, failing to return phone calls and/or e-mail, or giving people the “silent treatment.” It also includes more active and direct behavior, such as unfair criticism, obscene gestures, rude/disrespectful treatment, yelling/shouting, and slamming doors. And it can involve overt acts of violence, such as pushing/shoving, fistfights, unwanted touching, physical and sexual assaults, and homicide.Although most people believe that this aggression stems from some personal deficiency—a character flaw or personality defect—of the aggressor, or from a “personality clash” between the aggressor and his/her target, this is seldom the case. Rather, research consistently demonstrates that situational factors (i.e., the physical and social environment or specific events and circumstances) often play a more significant role than personal factors in causing and exacerbating aggression. This is fortunate because situations are far more amenable to change than personality.1
