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Managing aggression in organizations: what leaders must know

机译：管理组织中的侵略：领导者必须知道的内容

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摘要

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.
机译：目的-本文旨在纳入一个有意义的框架，以加强对组织正义和侵略性的研究。设计/方法/方法-感官分析是设计攻击模型的基础。组织正义和归因理论是意义触发因素的关键组成部分。此外，该模型还包括对感官制定过程的组织和个人影响。最后，信息处理理论对回顾在意义形成中的重要性提供了解释。调查结果-感官框架：介绍感官过程的工作场所先例；指定引起激进反应的诱因触发因素；识别既影响感官触发因素又影响触发因素与攻击行为之间的联系的个人和组织因素；并包含了组织中发生的各种攻击性行为（例如，暴力，口头辱骂或拒绝回电）。实际意义-本文提出，从理性的角度出发，领导者可以理解并主动管理工作场所的攻击行为。原创性/价值-本文提供了一个全面的侵略模型，可以帮助研究人员和从业人员了解感官创造过程及其在职场侵略中的作用。

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