Abstract
Petty tyranny is defined as the tendency to lord one's power over others. A model of the individual and situational antecedents of petty tyranny in organizations and the effects of tyranny on subordinates is presented. The model is assessed via 63 sets of respondents, each consisting of one manager and two subordinates, plus 25 partial sets. The hypothesized effects are generally supported, but not the hypothesized antecedents. It is speculated that petty tyranny represents a relatively rare gestalt, that is, an integrated and resilient cluster of antecedents, leader behaviours, and effects on subordinates.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 126-140 |
| Number of pages | 15 |
| Journal | Canadian Journal of Administrative Sciences |
| Volume | 14 |
| Issue number | 2 |
| DOIs | |
| State | Published - 1997 |
ASJC Scopus subject areas
- Business and International Management
- Public Administration
- Marketing
- Management of Technology and Innovation