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Managing aggression in organizations: what leaders must know

Managing aggression in organizations: what leaders must know Purpose – The paper aims to incorporate a sensemaking framework that augments research on organizational justice and aggression. Design/methodology/approach – Sensemaking is used as a basis for designing an aggression model. Organizational justice and attribution theory are key components of sensemaking triggers. In addition, the model includes both organizational and personal influences on the sensemaking process. Finally, information processing theory provides explanations as to the importance of retrospect in sensemaking. Findings – The sensemaking framework: presents the workplace antecedents of the sensemaking process; specifies the sensemaking triggers that provoke aggressive responses; identifies the individual and organizational factors that affect both the sensemaking triggers and the link between triggers and aggressive behaviors; and incorporates a full range of aggressive behaviors (e.g. violence, verbal abuse, or refusal to return telephone calls) that occur in organizations. Practical implications – The paper proposes that by taking a sensemaking perspective, leaders can understand and proactively manage aggressive behavior in the workplace. Originality/value – This paper provides a comprehensive aggression model that can assist both researchers and practitioners regarding the sensemaking process and its role in workplace aggression. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Managing aggression in organizations: what leaders must know

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730610677981
Publisher site
See Article on Publisher Site

Abstract

Purpose – The paper aims to incorporate a sensemaking framework that augments research on organizational justice and aggression. Design/methodology/approach – Sensemaking is used as a basis for designing an aggression model. Organizational justice and attribution theory are key components of sensemaking triggers. In addition, the model includes both organizational and personal influences on the sensemaking process. Finally, information processing theory provides explanations as to the importance of retrospect in sensemaking. Findings – The sensemaking framework: presents the workplace antecedents of the sensemaking process; specifies the sensemaking triggers that provoke aggressive responses; identifies the individual and organizational factors that affect both the sensemaking triggers and the link between triggers and aggressive behaviors; and incorporates a full range of aggressive behaviors (e.g. violence, verbal abuse, or refusal to return telephone calls) that occur in organizations. Practical implications – The paper proposes that by taking a sensemaking perspective, leaders can understand and proactively manage aggressive behavior in the workplace. Originality/value – This paper provides a comprehensive aggression model that can assist both researchers and practitioners regarding the sensemaking process and its role in workplace aggression.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Jul 1, 2006

Keywords: Organizational behaviour; Violence; Workplace; Bullying

References

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