Hostname: page-component-cd9895bd7-dk4vv Total loading time: 0 Render date: 2024-12-12T14:47:04.451Z Has data issue: false hasContentIssue false

Unpacking the role of power in incivility

Published online by Cambridge University Press:  14 January 2020

Caitlin A. Demsky*
Affiliation:
Oakland University
*
*Corresponding author. Email: [email protected]

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
© Society for Industrial and Organizational Psychology 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Andersson, L. M., & Pearson, C. M. (1999). Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24, 452471.CrossRefGoogle Scholar
Astley, W. G., & Sachdeva, P. S. (1984). Structural sources of intraorganizational power: A theoretical synthesis. Academy of Management Review, 9, 104113.Google Scholar
Butterfield, L. D., Borgen, W. A., Amundson, N. E., & Maglio, A.-S. T. (2005). Fifty years of the critical incident technique: 1954–2004 and beyond. Qualitative Research, 5, 475497. doi: 10.1177/1468794105056924CrossRefGoogle Scholar
Cortina, L. M., Cortina, M. G., & Cortina, J. M. (2019). Regulating rude: Tensions between free speech and civility in academic employment. Industrial and Organizational Psychology: Perspectives on Science and Practice, 12(4), 357375.Google Scholar
Feldblum, C. R., & Lipnic, V. A. (2016). Select task force on the study of harassment in the workplace. Washington, DC: U.S. Equal Employment Opportunity Commission.Google Scholar
Foulk, T. A., Lanaj, K., Tu, M.-H., Erez, A., & Archambeau, L. (2018). Heavy is the head that wears the crown: An actor-centric approach to daily psychological power, abusive leader behavior, and perceived incivility. Academy of Management Journal, 61, 661684.CrossRefGoogle Scholar
Galinsky, A. D., Gruenfeld, D. H., & Magee, J. C. (2003). From power to action. Journal of Personality and Social Psychology, 85, 453466. doi: 10.1037/0022-3514.85.3.453CrossRefGoogle Scholar
Gallus, J. A., Bunk, J. A., Matthews, R. A., Barnes-Farrell, J. L., & Magley, V. J. (2014). An eye for an eye? Exploring the relationship between workplace incivility experiences and perpetration. Journal of Occupational Health Psychology, 19, 143154.CrossRefGoogle ScholarPubMed
Georgesen, J. C., & Harris, M. J. (2000). The balance of power: Interpersonal consequences of differential power and expectations. Personality & Social Psychology Bulletin, 26, 12391257.CrossRefGoogle Scholar
Hershcovis, M. S. (2011). “Incivility, social undermining, bullying … oh my!” A call to reconcile constructs within workplace aggression research. Journal of Organizational Behavior, 32, 499519.CrossRefGoogle Scholar
Hershcovis, M. S., Neville, L., Reich, T. C., Christie, A. M., Cortina, L. M., & Shan, J. V. (2017). Witnessing wrongdoing: The effects of observer power on incivility intervention in the workplace. Organizational Behavior and Human Decision Processes, 142, 4557.CrossRefGoogle Scholar
Hershcovis, M. S., Ogunfowora, B., Reich, T. C., & Christie, A. M. (2017). Targeted workplace incivility: The roles of belongingness, embarrassment, and power. Journal of Organizational Behavior, 38(7), 10571075.CrossRefGoogle Scholar
Keltner, D., Gruenfeld, D. H., & Anderson, C. (2003). Power, approach, and inhibition. Journal of Psychological Review, 110, 265284. doi: 10.1037/0033-295X.110.2.265CrossRefGoogle Scholar
Kipnis, D. (1972). Does power corrupt? Journal of Personality and Social Psychology, 24, 3341.CrossRefGoogle ScholarPubMed
Lawrence, T. B., & Robinson, S. L. (2007). Ain’t misbehavin: Workplace deviance as organizational resistance. Journal of Management, 33, 378394. doi: 10.1177/0149206307300816CrossRefGoogle Scholar
Magee, J. C., & Smith, P. K. (2013). The social distance theory of power. Personality and Social Psychology Review, 17, 158186.CrossRefGoogle Scholar
Overbeck, J. R., & Park, B. (2001). When power does not corrupt: Superior individuation processes among powerful perceivers. Journal of Personality and Social Psychology, 81, 549565. doi: 10.1037/0022-3514.81.4.549CrossRefGoogle Scholar
Tiedens, L. Z. (2000). Powerful emotions: The vicious cycle of social status positions and emotions. In Ashkanasy, N., Zerbe, W., & Hartel, C. (Eds.), Emotions in the workplace: Research, theory, and practice (pp. 7181). Westport, CT: Quorum Books.Google Scholar
Tost, L. P., & Johnson, H. H. (2019). The prosocial side of power: How structural power over subordinates can promote social responsibility. Organizational Behavioral and Human Decision Processes, 152, 2546. doi: 10.1016/j.obhdp.2019.04.004CrossRefGoogle Scholar
Walsh, B., & Magley, V. J. (2019). Don’t forget the role of civility interventions in workplace sexual harassment. Industrial and Organizational Psychology: Perspectives on Science and Practice, 12(1), 3941.CrossRefGoogle Scholar