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This chapter builds on previous research that conceptualized organizational politics as an organizational stressor. After reviewing the studies that integrated the occupational stress literature with the organizational politics literature, it discusses the negative implications of the use of intimidation and pressure by supervisors, implications that have generally been overlooked. Specifically, the chapter presents a conceptual model positing that the use of intimidation and pressure by supervisors creates stress in their subordinates. This stress, in turn, affects subordinates’ well-being, evident in higher levels of job dissatisfaction, job burnout, and turnover intentions. The stress also reduces the effectiveness of the organization, reflected in a high absenteeism rate, poorer task performance, and a decline in organizational citizenship behavior. The model also maintains that individual differences in emotional intelligence and political skill mitigate the stress experienced by subordinates, resulting from the use of intimidation and pressure by their supervisors. In acknowledging the destructive implications of such behavior in terms of employees’ well-being and the productivity of the organization, the chapter raises doubts about the wisdom of using it, and advises supervisors to rethink its use as a motivational tool. Implications of this chapter, as well as future research directions, are discussed.

This study advances our knowledge about counternormative emotion management processes utilized in organizations. We investigate a research model in which managerial intimidation, and more specifically subordinates' perceptions about it, evokes fear, which reduces their job satisfaction and increases their turnover intentions.

The model was tested using two samples, one from the public sector and the other from the private sector. The data were collected in three waves using questionnaires.

Our findings validated the research model in the public sector alone, revealing sectorial differences regarding the destructive emotional and attitudinal implications of perceived managerial intimidation.

The current study sheds light on counternormative emotion management processes utilized in organizations, a topic we know little about. Furthermore, it advances our knowledge regarding the responses of the targets of impression management attempts, revealing sectorial differences about them. Finally, this study broadens our understanding about intimidation, an under-investigated impression management strategy.

The quality of the relationship between leaders and their followers appears to be one of the critical determinants of employees’ commitment at work. For instance, it has been empirically established that the impressions that managers convey of themselves to their subordinates, is a critical factor in the leader-follower relationship. The purpose of this paper is to examine the relationship between leaders’ intimidation impression management (IM) and subordinates’ affective job commitment in the telecommunications industry in Nigeria.

The design adopted for this study is the cross-sectional survey design. The questionnaire was utilized to generate data from a sample of 306 employees from the six major telecommunication companies in Nigeria. The Spearman Rank Correlation Coefficient was used as the inferential test statistic for assessing the relationship between leaders’ intimidation IM and subordinates’ affective job commitment.

The results showed that leaders’ threat, warning, fear-arousal, and discomfort-arousal all had significant but weak association with subordinates’ affective job commitment. The study thus found that as leaders apply intimidation IM strategies, workers’ sense of emotive attachment to their organization only improves minimally.

Data were generated from employees, indicating that the outcome is based on their perception which may be skewed.

The outcome of the study will help managers in the Nigerian telecommunication industry to avoid the pitfalls that are associated with the arbitrary and excessive use of intimidation as an IM tactic. Rather, they would be guided to encourage good quality leader-member-exchange between them and their subordinates in enhancing individual and organizational performance.

This is the first main work to examine and identify the nature of the predictive effect of leaders’ intimidation IM on subordinates’ affective job commitment in the telecommunications industry in Nigeria.

Does perceived managerial intimidation result in harmful emotional and behavioral implications that impair employees' performance? If so, are there buffers against these implications? To answer these questions, the current study relies on the social exchange theory and presents a moderated mediation model in which (1) perceived managerial intimidation evokes hostility that results in both organizational counterproductive work behavior (O-CWB) and interpersonal counterproductive work behavior (I-CWB) and (2) negative affectivity, political skill, tenure with the manager and sectorial affiliation moderate these relationships.

The moderated mediation model was tested using a sample of 367 subordinates. The data were collected in three waves.

Perceived managerial intimidation was positively related to hostility and both forms of CWB. Moreover, hostility mediated the relationships between perceived managerial intimidation and these two outcomes and sectorial affiliation moderated these mediations.

Public organizations should implement training programs to develop the awareness of the organizations' managers about the harmful implications of perceived managerial intimidation and teach the managers acceptable methods for improving employees' performance.

This study investigates whether perceived managerial intimidation results in CWB. The study's findings demonstrate positive relationships between these variables, shedding light on the emotional mediating mechanism that links the variables. Moreover, the study validates sectorial affiliation as a buffer against the negative emotional and behavioral implications of perceived managerial intimidation, providing ideas for practical implications.

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.

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.

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.

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.

The purpose of this study is to explore the relationship between employee age and intimidation in the workplace. Dysfunctional employee behaviors such as harassment and aggression are harmful to the organizational work environment. Such destructive behaviors have long been viewed as negatively impacting organizational success. Additionally, the age dynamics in organizations are rapidly changing as the “graying of America” progresses, older workers remain in the workforce and younger workers delay employment.

The study utilizes data from the Federal Bureau of Investigation's National Incident-Based Reporting System (NIBRS), which is a national database containing information on crime in the US.NIBRS was used to measure the occurrence of workplace violence overall, and workplace intimidation specifically, in the restaurant industry, as well as the ages of both victims and perpetrators of work-related violence.

Results revealed that younger workers are more likely to perpetrate workplace intimidation than their senior counterparts. As victim age increases, employees are more likely to report intimidation than more serious crimes.

Workplace intimidation prevention programs do not typically include age as a factor. This study may be helpful to managers and HR managers charged with developing workplace training programs.

The results of this study contribute to the shared understanding of dysfunctional workplace dynamics. As the workforce collectively ages, organizations should acknowledge the potential impact age may have on violence in the workplace.

Civil wrongdoings with consequent financial and other loss or damage to employers, employees and third parties may result in the course of various trade union activities. These day to day trade union activities take a variety of forms. The most common ones are inducement of breach of contract, conspiracy, trespass, nuisance, and intimidation. Each of these activities constitutes a tort which, unless the statutory immunities apply, would normally give rise at common law to an action for damages or, as is more frequent, enable the aggrieved party to obtain an injunction.

The purpose of this study is to determine the effects of the psychosocial work environment on the turnover of civil service cadre officers in rural areas in Bangladesh.

Physical intimidation, mental health and well-being, organisational impediments, decision latitude, psychological job demands and social interaction were developed as variables to examine in relation to job satisfaction and turnover. This study gathers 406 responses from Bangladesh Civil Service (BCS) cadre officers in rural areas to test the hypotheses.

The findings indicate that physical intimidation increases employee turnover, whereas psychosocial job demand decreases it. Physical intimidation reduces job satisfaction, whereas decision flexibility and social interaction enhance job satisfaction, hence reducing the turnover of civil service cadre officers in rural Bangladesh.

This research contributes to the creation of context-specific and targeted public sector support, particularly the interventions and policies addressing the work environment in rural areas.

As organizations increasingly engage with consumers over mobile devices, there is a growing need to understand how consumers react to impression management over platforms with limited textual content. The purpose of this paper is to empirically assess how different impression management tactics can be used in mobile media to enhance consumer perception-attitude-intentions toward a corporate brand.

We surveyed 670 consumers and estimate structural equation models and repeated-measures ANOVAs to determine how short passages employing alternate impression management tactics influence consumers’ perceptions, attitudes and purchase intentions.

Results reveal that each impressions management tactic (i.e. ingratiation, intimidation, organizational promotion, supplication and exemplification) influences consumer perceptions, attitudes and intentions. The authors compare differences in how the impressions management tactics influence each stage of the perception-attitude-intentions model and find evidence that initial differences in perceptions favoring ingratiation and exemplification appeals become magnified for purchase intentions.

Recent calls for research focus on an understanding of how consumers process information on reduced-content platforms of small-screened mobile devices. These results provide empirical evidence of the use of impression management and the difference between five impression management tactics on enhancing consumer perception-attitude-intentions model.

The results of this study will provide marketers with insights to optimize communications and corporate brands with consumers over mobile media.

This paper adds to the nascent yet vital literature on mobile marketing by focusing on how impression management tactics influence perceptions, attitudes and intentions through the short message characteristic of mobile platforms. The authors develop a framework for how corporate brand management can strategically use impressions management tactics in this novel domain.

February 22, 1973 Industrial relations — Unfair industrial practice — Jurisdiction of High Court — Non‐union lighterman sent home on full pay to avoid threatened strike — National Dock Labour Board's refusal to consent to his dismissal — Alleged conspiracy and unlawful intimidation by union and its officials — Purpose of threatened strike to induce unfair industrial practice by employers against lighterman — Whether “industrial dispute” — Whether “unfair industrial practice” — Whether jurisdiction of High Court retained — Industrial Relations Act, 1971 (c.72), ss. 5(2), 33(3), 132, 167(1).