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Cited by 869

The DOI matches its Crossref record; 1 of the 1 references it cites were found in a registry or an index.

Petty Tyranny in Organizations

Ashforth, Blake·1994·Human Relations
DOI 10.1177/001872679404700701
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Abstract

A petty tyrant is defined as one who lords his or her power over others. Preliminary empirical work suggests that tyrannical behaviors include arbitrariness and self-aggrandizement, belittling others, lack of consideration, a forcing style of conflict resolution, discouraging initiative, and noncontingent punishment. A model of the antecedents of tyrannical management and the effects of tyranny on subordinates is presented. Petty tyranny is argued to be the product of interactions between individual predispositions (beliefs about the organization, subordinates, and self, and preferences for action) and situational facilitators (institutionalized values and norms, power, and stressors). Tyrannical management is argued to cause low self-esteem, performance, work unit cohesiveness, and leader endorsement, and high frustration, stress, reactance, helplessness, and work alienation among subordinates. It is further argued that these effects may trigger a vicious circle which sustains the tyrannical behavior. Research implications are discussed.

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Metadata

Authors
Ashforth, B.
Venue
Human Relations
Publisher
SAGE Publications
Published
1994-07
Volume
47
Issue
7
Pages
755-778
ISSN
  • 0018-7267 (ISSN-L)
  • 1741-282X
DOI
10.1177/001872679404700701
OpenAlex
W2140621043
Cited by
869
References
1
FWCI
8.72
Type
journal article
Language
en
Open access
closed

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