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Voter Outreach

Voter Outreach

Concepts, strategies and objectives to move voters to action

Written by Peter Grear Educate, Organize and Mobilize: Each week over the past several months I’ve written about various aspects of voter suppression with the purpose of explaining its concepts,…

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Keatts A Keeper For New-Look Seahawks

Keatts A Keeper For New-Look Seahawks

New Head Men’s Basketball Coach was all smiles

New Head Men’s Basketball Coach was all smiles at Trask Coliseum. WILMINGTON, NC – Boldly proclaiming, “I’m a winner,” and promising “an exciting brand of basketball” newly-christened UNCW head men’s basketball coach Kevin Keatts said Tuesday that a new day in Seahawk basketball has arrived.

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Lied-to Children More Likely to Cheat and Lie

Lied-to Children More Likely to Cheat and Lie

The study tested 186 children ages 3 to 7

The study tested 186 children ages 3 to 7 in a temptation-resistance paradigm. Approximately half of the children were lied to by an experimenter, who said there was “a huge bowl of candy in the next room” but quickly confessed this was just a ruse to get the child to come play a game. 

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Unconscious Mind Can Detect a Liar When Conscious Mind Fails

Unconscious Mind Can Detect a Liar When Conscious Mind Fails

The unconscious mind could catch a liar

“We set out to test whether the unconscious mind could catch a liar – even when the conscious mind failed,” says ten Brinke. Along with Berkeley-Haas Assistant Professor Dana R. Carney, lead author ten Brinke and Dayna Stimson (BS 2013, Psychology), hypothesized that these seemingly paradoxical findings may be accounted for by unconscious mental processes.

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Alliance of North Carolina Black Elected Officials: Educate, Organize, and Mobilize

Alliance of North Carolina Black Elected Officials: Educate, Organize, and Mobilize

North Carolina Alliance of Black Elected Officials

Written by Peter Grear, Esq.  Since August 2013 I've continued to ask myself "what would an effective campaign to defeat voter suppression look like?” Well, on Friday, February 14, 2014, Valentine's Day, I got my answer from Richard Hooker, President of the…

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Download Greater Diversity News Digital PDF Edition for FREE

Download Greater Diversity News Digital PDF Edition for FREE

FREE Full PDF Edition includes stories not featured on the website

The FREE Full PDF Edition includes stories not featured on the website. No paper, no hasel, read on your laptop or mobile devices. 

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Abusive Bosses Don't Suffer for Their Behavior, If They Produce

Written by University of Iowa on 05 February 2010.

A new study by University of Iowa researchers lends credence to the idea that supervisors who abuse their employees but are productive have a long leash when it comes to bad behaviorSteve Jobs is one of America's most famous CEOs, praised for leading Apple and fostering a culture of innovation that few companies can match while making lots of money for lots of people. Steve Jobs is also regarded as one of Corporate America's biggest tyrants, known for throwing temper tantrums and dressing down employees in humiliating fashion.

 

Why is Jobs allowed to get away with his abusive behavior? A new study by University of Iowa researchers lends credence to the idea that supervisors who are productive have a long leash when it comes to bad behavior.

The study, "Perpetuating Abusive Supervision: Third Party Reactions to Abuse in the Workplace," examines how third parties reacted to bad behavior on the part of supervisors. While many past studies have shown how the targets of the abuse react, this is the first scholarly effort at determining the reactions of others who see it or hear of it.

The study team was led by Jonathan Shaffer, a doctoral student in the UI Tippie College of Business, and included Amy Colbert, assistant professor of management and organizations, and doctoral student Stephen Courtright.

The study found that those third parties tend to accept the abuse if the supervisor is seen as productive and effective and they don't feel like they're the next target.

"When a supervisor's performance outcomes are high, abusive behavior tends to be overlooked by third parties when they evaluate a supervisor's effectiveness," the researchers wrote. "In contrast, abuse plays a predominant role when parties judge the personal appeal of the same high-performing abusive supervisor."

In other words, while they might not want to be friends with Steve Jobs, they'll tolerate his behavior as long he's productive. That line of thinking is even stronger from witnesses who feel detached from the abuse and aren't worried they're next in the line of fire.

The study also found that people who are more empathetic are less likely to overlook the behavior than less empathetic people. More empathetic people, the researchers found, were less likely to evaluate the same abusive boss as being effective.

To gather their data, the researchers had a group of subjects read about a fictitious CEO that portrayed him either as a high performer or a low performer and as either a verbally abusive person or not abusive. When asked to rate the CEO, the subjects gave high marks to the productive high performing CEO no matter his management style. In contrast, the non-abusive but poorly performing CEO was given low marks as an executive, despite his likeability.

The researchers said this could have an impact on how companies evaluate employees because previous studies show that employees who feel they are abused are less productive. Since most organizations rate employees using some kind of third-party assessment -- by a boss or co-worker, for instance -- organizations that do not specifically have a system in place to assess a supervisor's behavior may be allowing behavior that leads to lower productivity in the long term.

"If organizations want to ensure that abusive supervisors are not rated as effective, thus reinforcing abusive behavior, they may need to design performance evaluations that specifically take into account both the outcomes achieved by supervisors and the way in which employees are treated in the process of achieving those outcomes," they said.

Todd Darnold, an assistant professor at Creighton University, also participated in the study, which was presented recently at a conference of the Society for Industrial and Organizational Psychology.