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By applying displaced aggression and conservation of resource theory, this paper aims to investigate the effect of supervisors’ workplace stress over subordinates' unethical behavior through displaced aggression as an underlying mechanism. Moreover, it tests the moderating effect of despotic leadership between supervisors’ workplace stress and displaced aggression.

The data consists of three hierarchy levels: despotic leadership (top manager), supervisor’s (immediate supervisor/middle manager) workplace stress and displaced aggression and subordinates’ unethical behavior. The data was collected from 80 managers about their workplace stress and displaced aggression besides perceived unethical behavior of their 240 subordinates.

The data analysis of 80 bank managers of Pakistan about their perception of top managers’ despotic behavior and unethical behavior of their 240 subordinates shows the support for all hypothesized relationships. Supervisors’ workplace stress positively affected their displaced aggression over their subordinates, which motivated subordinates to engage in unethical behavior. Moreover, the findings supported the moderating effect of despotic leadership in the relationship between supervisors’ workplace stress and displaced aggression.

This study contributes to the limited studies on the trickledown displaced aggression phenomenon in the service (banking) sector. Moreover, the manager’s despotic leadership role as a higher-level negative supervisory behavior in increasing the supervisors’ displaced aggression shows the critical aspect in such a stressful workplace situation.

The present research aims to empirically test the “Barriers to abusive supervision model” to find how employee-related (core self-evaluations) and situational factors (perceived job dependency) make an employee trapped in the spiral of supervisory abuse. In addition, the work–family spillover lens is used to explain how employees' retaliation is targeted at their families in response to abuse from their bosses.

The current study has employed a three-wave longitudinal moderated mediation design and analysed data from 265 employees working in the hospitality industry of Pakistan.

The results of this study have shown that low core-self evaluations put employees in a spiral of supervisory abuse and they instil aggression towards their families. This association is further strengthened when employees are dependent on their job.

This study is one of the first to use the “Barriers to Abusive supervision” model to answer who and in which conditions tend to trap in the spiral of abuse and integrate the work-to-family interface model for elaborating the outcomes to the family domain.

Aggression is an undesirable behavior that assaults traditions norms, morals and standards of ethics practiced in society. To address the scarceness of identification tools and for evidence-based interventions in Pakistan, the purpose of this study is to determine the extent to which aggression is prevalent in Pakistan’s people by newly developed self-reported questionnaires in the Urdu language designed after reviewing the cultural and social perspectives of the society.

The research design was based on principles of scale development followed by exploratory and confirmatory factor analysis. A subject matter expert panel technique was adopted where educationists from diversified backgrounds helped to generate items and to establish content validity.

The three-factor construct has been supported by factor analysis. These analyzes identified aggression measures in terms of direct aggression, displaced aggression and indirect aggression. The model has established inner consistency, reliability and validity. Furthermore, the impact of age and gender on different forms of aggression was explored and discussed.

Aggression is a distinctive trait of many psychiatric disturbances. To undertake the dearth of identification tools and for evidence-based interventions in Pakistan, it was necessary to develop a tool for identification to address aggression issues among common people. This research is devised to develop a self-reported questionnaire in the Urdu language keeping cultural and social perspectives of society.

With an emphasis on displaced aggression theory and social exchange theory, this study aims to investigate the harmful effects of exploitative leadership (EL) on employee creativity (EC) through the mediating role of knowledge hiding (KH). Moreover, this study examines the boundary effects of leader–member exchange (LMX) to explore conditions under which KH is more or less likely to occur.

The study employed time-lagged (i.e. three-wave), multisource (i.e. self-rated and peer-rated) research design to collect data from employees working in Pakistani service sector organizations. The study analyzed 323 responses using SMART PLS (v 3.3.3) to assess the measurement model and the structural model.

The findings reveal that EL is positively related to KH and negatively related to EC. The results also show partial mediating role of KH in the indirect relationship between EL and EC. Besides, the study also found that LMX moderates the positive relationship between EL and KH, and the negative relationship between EL and EC.

The study divulges interesting findings that subordinates at high-quality LMX relationships (i.e. in-group members) are more susceptible to the harmful effects of supervisory unjust treatment than at low-quality LMX relationships (i.e. out-group members). Thus, occurrence context of KH, i.e. EL should be minimized through appropriate organizational interventions.

This study contributes to the leadership and knowledge management literature by testing a hitherto unexplored moderated mediation model.

Bullying knowledge hiding has been recently identified as a manifestation of knowledge hiding behavior. As a relatively new concept, it is still underexplored. Previous research has focused on the antecedents of bullying hiding. However, there is a lack of research on the negative consequences that bullying hiding may have on employees. This study aims to uncover the effects of supervisor bullying hiding on employees knowledge behavior. The study also aims to examine the moderating effect of power values and the mediating effect of job stress.

Data were gathered in two waves from 444 employees with higher education in Poland. Data collection was conducted in July and August 2022. A general linear model mediation analysis with jamovi Advanced Mediation Models software was used to examine the hypotheses.

The results indicate that bullying knowledge hiding by supervisors triggers subordinates’ job stress and aggression in the form of bullying knowledge hiding toward co-workers. Contrary to expectations, job stress does not mediate the relationship between supervisor bullying hiding and subordinate bullying hiding toward co-workers. Power-dominance values, contrary to power-resources values, moderate the above relationship.

As bullying hiding has significant potential to spread among organizational members, managers seeking to reduce it should check the personal values of job applicants and employees.

Based on the behavioral contagion and frustration–aggression–displacement theories, to the best of the author’s knowledge, this study is the first to investigate the relationships between supervisor bullying hiding, job stress, power values and subordinate bullying hiding toward co-workers.

The pain of discrimination is real for those who experience it. To overcome isolation and being treated as if limited in intelligence and worth, perseverance is the only solution to survive and continue on. Anguish emerges despite efforts to self-protect with anger and verbalized frustrations. The affected person must make the decision to forgive, give themselves permission to have a voice, or cower in anguish that eventually translates into clinical depression as multiple traumas, and microaggressions cloud logical thinking and actions. The subtle evolution of anguish that has existed for several years is observed in persons who have not dealt with their sustained maltreatment from others. The key to overcoming anguish is to intentionally forgive those who have intended harm, thereby relinquishing one's own anger and frustration.

The purpose of this paper is to examine the links between work stressors, perceived stress, emotional exhaustion, and workplace aggression, using the traits of negative affectivity and external locus of control as individual moderators.

Data were collected using a survey questionnaire among 477 blue-collar workers from a Tunisian manufacturing company.

Results indicate that perceived stress mediates a positive relationship between work stressors (quantitative workload, role ambiguity, and interpersonal conflicts) and emotional exhaustion. Moreover, the relationship between quantitative workload and interpersonal conflicts and perceived stress is stronger among individuals with high levels of negative affectivity. Similarly, the relationship between quantitative workload and perceived stress is stronger at high levels of external locus of control. Finally, emotional exhaustion mediates a positive relationship between perceived stress and interpersonal and organizational aggression.

The findings suggest that Tunisian organizations may reduce perceived stress and aggressive behavior among blue-collar workers through reducing quantitative workload, role ambiguity, and interpersonal conflicts. Moreover, specific training programs, job redesign, and formal mentorship that provide employees with improved social skills can also be recommended as soon as early signs of frustration or intentions to misbehave appear. Finally, leadership development practices may help supervisors better manage workplace stressors and reduce the occurrence of workplace aggression.

The current study is an initial attempt to look at an integrated model of stress and aggression among blue-collar workers in Tunisia. While some of the findings are consistent with the literature, others might reflect the unique aspects of the Tunisian culture.

The purpose of this paper is to examine the effects of reconciliation and retaliation story endings on subsequent aggressive affect and behavior.

Participants took part in two ostensibly unrelated studies. The first involved reading a violent story, attributed to a biblical or secular source, which ended in either brutal retaliation or peaceful reconciliation. They then took part in a second study in which they completed measures of aggressive affect and behavior.

Participants told that their stories came from a secular source experienced a more aggressive affect than those told that their stories came from a biblical source. In terms of behavioral aggression, a significant difference in effect of the story ending on males and females emerged. Females who read the reconciliation ending had lower levels of behavioral aggression than females who read the retaliation ending. Conversely, males who read the reconciliation ending had higher levels of behavioral aggression than males who read the retaliation ending.

These findings suggest that media depictions of prosocial reactions to unprovoked aggression may not reduce aggression in men.

Results are discussed in terms of moral values espoused by women and men and suggest that anti-violence messages may be strengthened to the extent they address the values important to both.

This study extends research on violent media exposure to a burgeoning literature on reading violent content.

This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on investigating how the verbal aggressiveness of supervisors influences various aspects of the workplace, including workplace emotional culture, the quality of employee–organization relationships (EORs) and the prevalence of counterproductive work behaviors (CWB).

This study employed a quantitative research design to investigate the impact of supervisors' verbal aggressiveness on employee and organizational outcomes. The data were collected from 392 full-time employees across various organizations and industries in the USA using a self-report questionnaire. The researchers used structural equation modeling (SEM) to analyze the data and test hypotheses.

The findings of this study showed that supervisors' verbal aggressiveness had a significant positive association with negative emotional culture and employee CWB. However, it had no direct impact on employee–organization relationships. The effect of supervisor verbal aggressiveness on employee CWB was found to be mediated by a negative team-level emotional culture.

This study advances the literature on leadership communication by highlighting the detrimental influence of the dark side of leadership communication. More specifically, by identifying negative emotional culture and employee CWB as the direct outcomes of supervisor verbal aggressiveness, the authors add to the existing theoretical knowledge on verbal aggressiveness in the workplace. Additionally, this study provides empirical evidence of the impact of a negative emotional culture on eliciting employees' CWBs and diminishing relationship quality, adding to the body of knowledge on why managing emotional culture is crucial for organizations and workgroups.

Unlike most empirical investigations that have tested the relationship between abusive supervision and subordinate’s workplace deviance in a large and formal organizational setup, this study investigates the effect of abusive behavior of owner-manager of small entrepreneurial establishments on subordinate’s workplace deviance. The purpose of this paper is twofold: first, it explores the moderating effect of intention to quit on the relationship between abusive supervision and organizational as well as interpersonal deviance; and second, it investigates whether the moderating effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (others directed).

The participants of this study were 240 restaurant and hotel employees working in three small entrepreneurial organizations in the eastern state of India. The authors have collected data on the predictor and criterion variables at two time points with a separation of three to four weeks for reducing common method bias (Podsakoff et al., 2012). At Time 1, participants completed measures of the perception of their owner-manager’s abusiveness and their intention to quit. At Time 2, participants responded to organizational deviance and interpersonal deviance.

The findings of the study is in line with previous research studies (Tepper et al., 2007; Thau et al., 2009) that reported intention to quit will moderate the positive relationship between abusive supervision and organizational deviance and interpersonal deviance such that the relationship will be stronger when intention to quit is high rather than low. The finding of the study also corroborates the prediction that the interactive effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (aimed at other members of the organization) when intention to quit is higher.

This study is among the very few empirical research studies that have investigated the effect of abusiveness of owner-manager on subordinate’s workplace deviance in small organizations. Another unique aspect of the study is that it is one of few to propose and test, how (whether organizational deviance or/and interpersonal deviance) and to what extent (more organizational or supervisor directed than interpersonal or others directed deviance) subordinates of abusive supervisor retaliate by engaging in workplace deviant behaviors.