Understanding the use of intimidation as a response to job tension: Career implications for the global leader

Abstract

Purpose

The purpose of this paper is to investigate the relationship between job tension (JT) and the use of intimidation in the workplace, as well as positive and negative affectivity as two potential personality trait moderators of this relationship.

Design/methodology/approach

The paper hypothesizes that employees would use more intimidation when they perceive higher levels of JT based on a fight response. Furthermore, it hypothesizes that when JT was high, people high in negative affectivity would use more intimidation in the workplace due to trait activation, whereas individuals high in positive affectivity would use less intimidation due to greater resource pools. The hypotheses was tested with a sample of 134 employees from a wide range of occupations and industries who completed an online survey measuring their levels of felt JT, usage of intimidation behaviors, and self‐reported affectivity.

Findings

Hierarchical moderated regression analyses revealed that JT was positively related to intimidation usage. The analyses also showed support for negative affectivity as a moderator, such that high levels of intimidation occurred when JT and negative affectivity were both high. Positive affectivity did not moderate the relationship.

Originality/value

Although persons high in negative affectivity are particularly vulnerable to the effects of JT, organizations must be aware of the potential for behaviors (e.g. intimidation) that can result from felt tension. Prior research has primarily viewed tension as an outcome variable; the research conceptualizes tension as an antecedent in the stressor‐strain‐outcome paradigm. Intimidation is shown to be an outcome of workplace tension – a behavioral reaction to psychological strain that is an attempt to protect valued resources.

Citation

Coleman Gallagher, V., Harris, K.J. and Valle, M. (2008), "Understanding the use of intimidation as a response to job tension: Career implications for the global leader", Career Development International, Vol. 13 No. 7, pp. 648-666. https://doi.org/10.1108/13620430810911100