Die Eskalationsbedingungen im Kontext von Bossingprozessen
Eine qualitative Studie mit dem Fokus auf die subjektive Wahrnehmung der Betroffenen
Hamburg 2019, 394 Seiten
ISBN 978-3-339-10868-5 (Print), ISBN 978-3-339-10869-2 (eBook)
Arbeits- und Organisationsforschung, Arbeits- und Organisationspsychologie, Bossing, Bossingprozess, Eskalation, Führung, Konflikte, Konfliktforschung, Konfliktmanagement, Mobbing, Psychologie, Sozialwissenschaft
about this book
deutsch | english
When looking at the modern world of work, it becomes clear that rising performance requirements, demographic change, rapid technological developments, a shortage of skilled workers and insufficient human and financial resources, as well as an increase in mental stress not only determine the competitiveness of the private and social economy and the functioning of the public sector Administration, but increasingly burden the workforce. There is much to suggest that the daily stresses and strains are food for daily conflicts. Sometimes these are minor disagreements and annoyances due to adverse working conditions and therefore quickly forgotten. But often the conflicts that have arisen are of a personal nature, which are also due to hostility or micro-political goals of those involved. In connection with conflicts in the workplace, therefore, the term workplace bullying repeatedly comes up.
Studies on workplace bullying from a hierarchical point of view show that in more than half of all cases of workplace bullying, supervisors are involved in workplace bullying activities or are carried out under their co-operation. As executives are underrepresented proportionally to non-executives, the bossing phenomenon is the most common workplace bullying variant. Bossing is the result of a failed and escalating conflict in which supervisors abuse their power and the power available to them through conscious and persistent destructive personnel management in the sense of bad leadership, in order to exclude unpleasant employees from their working environment.
The author shows how “normal” conflict can lead to “bossing” and which personal, social and organizational framework conditions can fuel or inhibit a bossing process.
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