The 'Dark' Side of Management

Edited by:
Linda L. Neider, University of Miami
Chester A. Schriesheim, University of Miami

A volume in the series: Research in Management. Editor(s): Timothy Ewest, Houston Baptist University.

Published 2010

Mirroring a parallel movement in psychology, one recent trend in the study of organizations has been an increased focus on positive management and organizational behavior. However, while contributing to an enhanced understanding of organizational phenomena, this focus tends to ignore negative aspects of workplace behavior, which can have very serious consequences for individuals, groups, and organizations. Given what many of us have seen over the past year in terms of the handling (mis-handling) of downsizing, restructuring, and compensation, it seems clear that the darker side of management is a topic of great concern.

Thus, Volume 8 of Research in Management is devoted to exploring what has been called “The Dark Side” of management and organizational behavior. It includes seven chapters that are written by leading experts on a diverse range of topics, including abusive supervision attributions, dysfunctional mentors, destructive executives, social exclusion, public and private deviance, instrumental counterproductive behavior, and an examination of the difference between abusive and supportive leadership.

Each of these chapters makes a unique contribution to understanding negative workplace behavior and each should stimulate a future stream of research in the same or related domains. Comments by the editors are also provided, highlighting other areas where the study of “dark side” behavior and phenomena would seem particularly beneficial for the advancement of knowledge about organizations and their effective functioning.

CONTENTS
Foreword, Linda L. Neider and Chester A. Schriesheim. 1 Mentors Gone Wild!: When Mentoring Relationships Become Dysfunctional or Abusive, Pamela L. Perrewé, Kelly L. Zellars, Laci M. Rogers, Denise Breaux, and Angela M. Young. 2 One Bad Apple: The Role of Destructive Executives in Organizations, Alexa A. Perryman, David Sikora, and Gerald R. Ferris. 3 Abusive and Supportive Leadership: Two Sides of the Same Coin? Chester A. Schriesheim and Linda L. Neider. 4 An Attributional Analysis of Employees’ Responses to Abusive Supervision, Denise M. Breaux, Bennett J. Tepper, Jon C. Carr and Robert G. Folger. 5 Instrumental Counterproductive Work Behavior and the Theory of Planned Behavior: A “Cold Cognitive” Approach to Complement “Hot Affective” Theories of CWB, Suzy Fox and Paul E. Spector. 6 Controlling A, While Hoping for B: Deviance Deterrence and Public Versus Private Deviance, Bradley J. Alge, Erica L. Anthony, Jackie Rees and Karthik Kannan. 7 Social Networks, Groups, and Social Exclusion: Combining Sociometric and Psychometric Approaches to Understanding Social Exclusion in Organizational Settings, Travis J. Grosser, Chris M. Sterling, Kristin D. Scott and Giuseppe (Joe) Labianca. Biographies of the Contributors.