Ståle Einarsen

Bio: Ståle Einarsen is an academic researcher from University of Bergen. The author has contributed to research in topics: Workplace bullying & Harassment. The author has an hindex of 69, co-authored 194 publications receiving 21903 citations. Previous affiliations of Ståle Einarsen include National Institute of Occupational Health & University of Stavanger.

Bullying and Emotional Abuse in the Workplace: International Perspectives in Research and Practice

Abstract: Preface. Introduction. Part 1: The Problem. The Concept of Bullying at Work. By any other Name: American Perspectives on Workplace Bullying. Bully/Victim Problems in School: Basic Facts and an Effective Intervention Program. Sexual Harassment Research in the United States. Part 2: The Evidence. Empirical Findings on Bullying in the Workplace. Individual Effects of Exposure to Bullying at Work. Organisational Effects of Bullying. Part 3: Explaining the Problem. Individual Antecedents of Bullying: Victims and Perpetrators. Social Antecedents of Bullying: A Social Interactionist Perspective. Organisational Antecedents of Workplace Bullying. Explaining Bullying at Work: Why should we Listen to Employee Accounts? Bullying at Work: A Postmodern Experience. Bullying Policy: Development, Implementation and Monitoring. Investigating Complaints of Bullying. Counselling and Rehabilitating Employees involved with Bullying. Workplace Bullying: The Role of Occupational Health Services. To Prevent and Overcome Undesirable Interaction: A Systematic Approach Model. Challenging Workplace Bullying in a Developing Country: the Example of South Africa. Part 4: Remedial Actions: A Critical Outlook. Bullying from a Risk Management Perspective. Conflict, Conflict Resolution, and Bullying. Bullying, Emotions and the Learning Organisation. Bullying and Human Resource Management: A Wolf in Sheep's Clothing? Tackling Bullying in the Workplace: The Collective Dimension. Workplace Bullying and the Law: Towards a Transnational Consensus? Bullying at Work: The Way Forward.

Bullying at work: Epidemiological findings in public and private organizations

Abstract: The aim of the study was to investigate the prevalence of bullying and harassment at work, to identify risk groups and risk organizations, and to investigate who the victims report to be their tormentors. Bullying and harassment are defined as situations where a worker or a supervisor is systematically mistreated and victimized by fellow workers or supervisors through repeated negative acts. However, to be a victim of such bullying one must also feel inferiority in defending oneself in the actual situation. Data from 14 different Norwegian surveys (N = 7986) are presented, encompassing a broad array of organizations and professions. The results show that bullying and harassment at work are widespread problems in Norwegian working life. As many as 8.6% of the respondents had been bullied at work during the previous six months. Organizations with many employees, male-dominated organizations, and industrial organizations had the highest prevalence of victimization. Older workers had a higher risk of...

The nature and causes of bullying at work

Abstract: The present paper reviews and summarises the research and literature on the nature and causes of bullying at work. Bullying occurs when someone at work is systematically subjected to aggressive behaviour from one or more colleagues or superiors over a long period of time, in a situation where the target finds it difficult to defend him or herself or to escape the situation. Such treatment tends to stigmatise the target and may even cause severe psychological trauma. Empirical studies on the causes of bullying have concentrated on the personality of the victim and psychosocial factors at work. Most studies treat bullying as a unified phenomenon, in spite of the fact that different kinds of behaviours are involved. The concepts of dispute‐related and predatory bullying are introduced in an effort to broaden the perspectives used in future investigations on both the nature and the causes of bullying at work.

Destructive leadership behaviour: A definition and conceptual model.

Abstract: This paper proposes a definition and a descriptive model of destructive leadership behaviour. Destructive leadership behaviour is defined as the systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organisation by undermining and/or sabotaging the organisation's goals, tasks, resources, and effectiveness and/or the motivation, well-being or job satisfaction of his/her subordinates. Three categories of such destructive leadership are identified in the proposed model: tyrannical, derailed, and supportive–disloyal leadership behaviour. The model may provide a useful link between the field of leadership and research on bullying, counterproductive behaviour, and aggression at work. The model contributes to a more nuanced concept of destructive leadership showing how destructive leadership behaviours also may have constructive elements.

Using Multivariate Statistics

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기독교 사역과 Leadership

Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.