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Past research has primarily focused on the negative impact of workplace mistreatment or aggression on the individuals involved, workgroups, and organizations. Certain circumstances, however, create paradoxical effects in which mistreatment positively relates to desirable workplace outcomes and characteristics at the individual and/or organizational level. Reviewing the theoretical and empirical evidence of beneficial outcomes provides researchers and practitioners with a more comprehensive understanding of the progression of workplace mistreatment, allowing them to target specific mechanisms to mitigate detrimental effects and potentially discover important avenues that lead to desired outcomes. A qualitative review of 13 articles demonstrated that different forms of aggression such as bullying, abusive supervision, incivility, and ostracism have positive relationships with paradoxical outcomes and characteristics such as resilience, prosocial behaviors, socially desirable behaviors, job performance, job satisfaction, and creativity. The authors caution against leveraging mistreatment as a method for producing these desired outcomes; instead, the authors encourage researchers and practitioners to utilize the information to further their understanding of the nomological network of workplace mistreatment and its underlying mechanisms, such as cognitive reappraisal and social learning.

The purpose of this research was to understand the sensemaking processes people use to determine their responses to organizational change initiatives as they unfold overtime. Based on a longitudinal comparative case study of five business units in a $900-million manufacturing organization in the United States, it shows that people continuously assess how the initiatives will enhance or diminish their individual and organizational identities using four kinds of trust: trust in the organization, trust in leadership, trust in the process, and trust in outcomes. The complex dynamics among these “four trusts” and their influence on responses to change are described. A four trusts model is proposed to help change leaders formulate specific trust-building strategies to increase the probability of success of organizational change initiatives. Implications for research and practice are discussed.

Handler's genealogy of postmodernism recounted in his address recognizes its origin in aesthetic disciplines and its somewhat viral transcription into social jurisprudence: “the postmodern concept of subversion developed first in language and literary theory, art, and architecture and then spread into politics and law” (1992a, p. 698). Although Handler's rejection of deconstruction stems from what he sees to be its political quiescence, its association with aesthetic critiques of modernism haunts his claims as one source of its essential conservatism. Aesthetic values, he implies, remain distant or distinct from pressing issues of political and social inequality.

Through his call to “reverse the lens” in leadership, Shamir (2007) helped trigger the emergence of followership theory as a new field of study in leadership research. While followership theory brings exciting new opportunities to leadership studies, it also introduces theoretical and conceptual challenges for researchers. In this chapter we address these challenges by showing how followership can be positioned fully within the leadership construct. We extend Shamir’s (2007) call for a balanced view in leadership by showing how followership theory adds new perspectives on the ways in which we can study leadership as a dynamic, fluid, relational process. The alternative views we present (e.g., position, role, identity, constructionist, and co-creation) approach leadership study from a range of paradigmatic perspectives that allow us to more fully capture the behaviors, interactions, relational dynamics, and processes through which leadership and followership are created and constructed. We conclude by reflecting on Shamir’s legacy as a scholar, and the contributions he made through his willingness to not only open his mind, but also to constructively challenge alternative perspectives and views.

In this chapter, we examine employee prosocial rule breaking as a response to organizations’ unfair treatment of customers. Drawing on the deontic perspective and research on third-party reactions to unfairness, we suggest employees engage in customer-directed prosocial rule breaking when they believe their organizations’ policies treat customers unfairly. Additionally, we consider employee, customer, and situational characteristics that enhance or inhibit the relationship between employees’ perceptions of organizational policy unfairness and customer-directed prosocial rule breaking.

This chapter identifies the broad interdisciplinary ideologies of entitlement in order to situate and understand the potential theoretical informants of excessiveness in teacher entitlement. Although the authors' perspectives and experiences on the theme of entitlement are located in the US educational system, this is accompanied by an awareness of the need to examine the topic internationally since the topic needs to “be reconsidered in terms of contextual variables.”

Psychological and organizational entitlement were the prevalent strains of entitlement that emerged in the reviewed literature and “academic entitlement” specific to the field of education. Therefore, three strands, psychological, organizational and academic, form the thematic categories for this scoping literature review.

Most literature on “academic entitlement” deals with excessive entitlement amongst students. No reference to excessive teacher entitlement was found. However, specific gaps were found in: (1) what qualifies as excessive teacher entitlement, (2) research scholarship on teacher entitlement, and (3) entitlement studies specifically aimed at global reach and applicable to teachers.

The theoretical informants of teacher entitlement identified in this study indicate that the phenomenon goes beyond individual mindset to encompass the mediation of sociocultural and political factors in its construction, thus rendering a simple theory of excessiveness in association with teacher entitlement improbable at this time.

Building upon relational leadership theory, we develop a theoretical model examining the association between leader-follower congruence in follower role orientation and manager and subordinate relational and well-being outcomes. Follower role orientation represents individuals’ beliefs regarding the best way to enact a follower role. We predict that managers and subordinates who share similar role orientations will experience higher quality leader-member exchange (LMX) relationships and greater eustress than those who differ in their follower role orientations. Propositions are presented for direct effects between congruence and stress and indirect effects through LMX. Our theoretical model contributes to nascent research on followership by offering greater understanding of manager and subordinate beliefs regarding how followers should enact their roles, and the importance of considering leader (i.e., manager) as well as follower outcomes in the workplace. It also extends current thinking about stress as an important outcome of leader-follower relationships.