We are IntechOpen,

the world’s leading publisher of

Open Access books
Built by scientists, for scientists

7,200
Open access books available
191,000
International authors and editors
210M Downloads

Our authors are among the

154
Countries delivered to
TOP 1%
most cited scientists
14%
Contributors from top 500 universities

Selection of our books indexed in the Book Citation Index

in Web of Science™ Core Collection (BKCI)

Interested in publishing with us?

Contact book.department@intechopen.com
Numbers displayed above are based on latest data collected.
For more information visit www.intechopen.com
Chapter

Introductory Chapter: Exploring

the Negative Aspects of
Organizational Behavior
Kivanc Bozkus

1. Introduction

Organizational behavior is the study of how individuals and groups interact within
an organization, and how these interactions affect the performance and effective-
ness of the organization. While the study of organizational behavior has produced
many insights into how organizations can function more effectively, there are also
negative aspects of organizational behavior that can have a significant impact on
organizational performance. The negative side of organizational behavior refers to the
adverse effects that certain organizational behaviors can have on individuals, groups,
and the organization. This negative side is often overlooked or downplayed, but it
can have significant consequences for the health and well-being of employees, the
overall functioning of the organization, and its bottom line. Overall, the negative
side of organizational behavior is a significant concern for organizations and their
employees. Understanding the causes and consequences of these negative behaviors
is essential for creating a safe, healthy, and productive work environment. In this
introductory chapter, I will explore the negative side of organizational behavior, with
a focus on conflict, dysfunctional leadership, unethical behavior, workplace stress,
workplace bullying, mobbing, and dark traits of personality.

2. Conflict

Conflict between individuals and groups within the organization has the potential
to be one of the most detrimental features of organizational behavior. Differences
in values or ideas, rivalry for resources or power, or personal enmity are just a few
causes of conflict that might occur. Conflict may have a big impact on how well a
company performs because it can hinder teamwork and communication as well as
undermine employee trust and motivation. Conflict can have a big impact on how
well an organization performs, according to research. For instance, research [1]
revealed that disagreement might hinder innovation and creativity within firms
because staff members may be less likely to share ideas and work together when they
believe that their opinions are not appreciated or valued. Similar findings were made
by another study [2], which indicated that conflict might decrease trust and increase
employee turnover because people may be less motivated to work with somebody
they do not trust.

1
Organizational Behavior – Negative Aspects

3. Dysfunctional leadership

Leadership dysfunction is yet another detrimental component of corporate behav-

ior. Leadership that is ineffective, unethical, or destructive to the organization or its
members is referred to as dysfunctional leadership. Micromanagement, bullying, and
abusive conduct are a few manifestations of dysfunctional leadership. Organizational
performance can be significantly impacted by dysfunctional leadership since it can
result in lower staff morale, more employee turnover, and diminished employee trust.
For instance, a study [3] discovered that aggressive leadership might result in lower
work satisfaction and higher staff turnover. Similar findings were made by another
study [4], which discovered that managers who engage in bullying behavior can
decrease organizational engagement and raise employee turnover intentions.

4. Unethical behavior

Another unfavorable feature of organizational behavior that can have a major

effect on performance is unethical behavior. Dishonest, illegal, or destructive activity
is referred to as unethical behavior. Fraud, theft, and harassment are a few instances
of unethical behavior. Because it can result in legal responsibility, harm to the orga-
nization’s brand, and a decline in employee and customer trust, unethical behavior
can have a big impact on how well an organization performs. For instance, a study [5]
discovered that unethical behavior can cause a decline in company engagement and
an increase in employee turnover intentions. Similarly, another study [6] indicated
that unethical behavior by leaders might lead to poor job satisfaction and greater
turnover intentions among employees.

5. Workplace stress

Workplace stress is a typical organizational behavior flaw that lowers productivity

and increases attrition, absenteeism, and burnout. It is described as a physical and
psychological reaction to job expectations that are more than one’s capacity for coping
[7]. Heavy workloads [8], role ambiguity [9], bad relationships with coworkers and
managers, and organizational change [10] are all factors that contribute to workplace
stress. Reduced productivity, lower-quality work [11], more absenteeism [12], turnover
[13], and burnout [14] are some repercussions of workplace stress. Burnout causes a
decline in motivation, job satisfaction, and absenteeism [15]. Offering tools like coun-
seling services, stress management classes, and flexible work schedules is one way to
manage workplace stress [7]. Another tactic is to foster a healthy work atmosphere by
promoting sociability, allowing opportunities for professional development, and giving
feedback and appreciation [16]. Organizations can resolve role ambiguity by giving
clear job descriptions, goals, and regular feedback while also reducing workload stress
by setting realistic deadlines, offering support, and encouraging breaks [8].

6. Workplace bullying

Workplace bullying, which is defined as persistent destructive behavior aimed at

certain people or groups, is a serious problem in organizational behavior [17]. It can
2
Introductory Chapter: Exploring the Negative Aspects of Organizational Behavior
DOI: http://dx.doi.org/10.5772/intechopen.1001924

appear in a variety of ways, including sabotage, social exclusion, and verbal abuse.
Bullying at work has serious detrimental effects on employee morale, attrition rates,
and overall health, including stress, despair, and anxiety [18]. Individual qualities,
corporate culture, and power dynamics are all factors that might contribute to bul-
lying in the workplace [17]. Age, gender, and low self-esteem are characteristics that
make people more susceptible to bullying [17, 18]. Bullying is encouraged by toxic
workplace situations that accept hostility, whereas it is discouraged by organiza-
tions that emphasize respect and collaboration [17]. Bullies who abuse their position
of power or influence also have a role [17]. Bullying at work has an effect on both
individuals and businesses. Victims frequently exhibit increased absenteeism due
to the detrimental impacts on their health, performance, and job satisfaction [17].
High turnover rates harm an organization’s ability to recruit, train, and produce
workers [18]. A bullying culture in the workplace also breeds mistrust, distrust, and
reputational damage [18], as well as negative effects on the law and finances [17].
Organizations should implement strategies like transparent policies, manager and
employee training, fostering positive work environments, encouraging reporting, and
promptly dealing with incidents through investigations, victim support, and disci-
plinary actions [17] to prevent and address workplace bullying.

7. Mobbing

When a group attacks a person and causes psychological injury, it is called mob-
bing [19]. It comprises physical intimidation, verbal assault, slander, and social
exclusion. Mobbing is severe and pervasive, with numerous incidents of harassment
occurring over time and being planned by a group [20, 21]. Mobbing has a profound
impact on victims. They could go through PTSD, depression, and anxiety [17]. There
may also be physical complaints, such as headaches and sleeplessness [20]. The
psychological effects can result in poor performance, decreased job satisfaction, and
trouble finding new employment [17]. Social support may dwindle, which might
cause feelings of loneliness [17]. Individual, organizational, and societal variables
all play a role in mobbing. Aggression, low self-esteem, and a drive for control are
all personal issues [19]. Along with high job demands, little job management, and
inadequate leadership, organizational culture, and societal views also have a role [17,
20]. Individualism and competition can encourage mobbing [19]. Intervention and
prevention must be prioritized. Building a cooperative and respectful organizational
culture is an important component of prevention [21]. Investigations, clear report-
ing procedures, and training are crucial. Intervention tackles workplace pressures,
enhances leadership and management, and addresses core causes [17]. Mobbing
victims should receive support, such as counseling and legal representation.

8. Dark traits of personality

Positive and negative personality qualities can be separated into categories. The
“dark traits of personality,” or unfavorable characteristics, include psychopathy,
narcissism, Machiavellianism, and sadism [22, 23]. These characteristics have an
impact on organizational behavior and have an impact on employee well-being, lead-
ership, and job performance. The Dark Tetrad includes sadism, while the Dark Triad
consists of psychopathy, narcissism, and Machiavellianism [22, 23]. Each feature has
3
Organizational Behavior – Negative Aspects

distinct manifestations, such as grandiosity and entitlement for narcissism [24], and
fearlessness, impulsivity, and meanness for psychopathy [25]. In contrast to sadism,
which emphasizes hostility and cruelty toward others, Machiavellianism combines
strategic manipulation and a pessimistic outlook [26]. Although dark characteristics
are frequently researched separately, they frequently co-occur in people [27]. Dark
characteristics can impact work performance in both positive and negative ways.
Psychopathy may encourage more inventiveness and risk-taking, while narcissism
may increase self-assurance and boldness [28, 29]. However, negative qualities can
also result in unethical behavior, unproductive work habits, and aggressive interper-
sonal behavior [23, 26].

Author details

Kivanc Bozkus
Artvin Coruh University, Artvin, Turkey

*Address all correspondence to: kbozkus@artvin.edu.tr

© 2023 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of
the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0),
which permits unrestricted use, distribution, and reproduction in any medium, provided
the original work is properly cited.
4
Introductory Chapter: Exploring the Negative Aspects of Organizational Behavior
DOI: http://dx.doi.org/10.5772/intechopen.1001924

References

[1] De Dreu CK, Weingart L. Task meta-analytic investigation of the link

versus relationship conflict, team between job demands, job resources,
performance, and team member burnout, engagement, and safety
satisfaction: A meta-analysis. Journal of outcomes. Journal of Applied Psychology.
Applied Psychology. 2003;88(4):741-749. 2011;96(1):71-94
DOI: 10.1037/0021-9010.88.4.741
[9] Kahn RL, Wolfe DM, Quinn RP,
[2] Jehn KA, Bezrukova K. A field study of Snoek JD, Rosenthal RA. Organizational
group diversity, workgroup context, and Stress: Studies in Role Conflict and
performance. Journal of Organizational Ambiguity. Hoboken, NJ: John Wiley &
Behavior. 2004;25(6):703-729. DOI: Sons; 1964
10.1002/job.258
[10] Cameron KS, Green M. Making
[3] Schyns B, Schilling J. How bad are Sense of Change Management: A
the effects of bad leaders? A meta- Complete Guide to the Models, Tools and
analysis of destructive leadership and Techniques of Organizational Change.
its outcomes. The Leadership Quarterly. London: Kogan Page Publishers; 2015
2013;24(1):138-158. DOI: 10.1016/j.
leaqua.2012.09.001 [11] Sonnentag S, Frese M. Stress in
organizations. Handbook of Psychology,
[4] Tepper BJ, Moss SE, Duffy MK. Industrial and Organizational
Predictors of abusive supervision: Psychology. 2012;3:560-592
Supervisor perceptions of deep-level
dissimilarity, relationship conflict, and [12] Grosch JW, Caruso CC, Rosa RR,
subordinate performance. Academy of Sauter SL, Schill AL. Long hours of work
Management Journal. 2011;54(2):279- in the US: Associations with demographic
294. DOI: 10.5465/amj.2011.60263084 and organizational characteristics,
psychosocial working conditions, and
[5] Treviño LK, Weaver GR, Reynolds SJ. health. American Journal of Industrial
Behavioral ethics in organizations: Medicine. 2006;49(11):943-952
A review. Journal of Management.
2006;32(6):951-990. DOI: [13] Bridger RS, Day DV. Decomposing
10.1177/0149206306294258 daily job satisfaction and its relationship
with quit intentions and actual
[6] Zhu W, Treviño LK, Zheng X. turnover. Journal of Occupational
Ethical leadership and follower voice and Organizational Psychology.
and performance: The role of follower 2011;84(1):113-127
identifications and entity morality beliefs.
The Leadership Quarterly. 2016;27(5):728- [14] Maslach C, Leiter MP. Understanding
744. DOI: 10.1016/j.leaqua.2016.02.004 the burnout experience: Recent research
and its implications for psychiatry. World
[7] Houdmont J, Leka S. An Introduction Psychiatry. 2016;15(2):103-111
to Occupational Health Psychology.
Hoboken, NJ: Wiley-Blackwell; 2010 [15] Schaufeli WB, Enzmann D.
The Burnout Companion to Study
[8] Nahrgang JD, Morgeson FP, and Practice: A Critical Analysis.
Hofmann DA. Safety at work: A Philadelphia, PA: CRC Press; 1998
5
Organizational Behavior – Negative Aspects

[16] Kelloway EK, Hurrell JJ Jr, Day A. sadism. Psychological Science.

Workplace interventions for occupational 2013;24(11):2201-2209
stress. In: Näswall K, Hellgren J, Sverke M,
editors. The Individual in the Changing [24] Miller JD, McCain J, Lynam DR,
Working Life. Cambridge: Cambridge Few LR, Gentile B, MacKillop J, et al.
University Press; 2008. pp. 419-441 A comparison of the criterion validity
of popular measures of narcissism and
[17] Einarsen S, Hoel H, Zapf D, narcissistic personality disorder via
Cooper CL. The concept of bullying the use of expert ratings. Psychological
and harassment at work: The European Assessment. 2014;26(3):958
tradition. In: Bullying and Harassment in
the Workplace: Developments in Theory, [25] Skeem JL, Polaschek DL, Patrick CJ,
Research, and Practice. Philadelphia, PA: Lilienfeld SO. Psychopathic personality:
CRC Press; 2011. pp. 3-39 Bridging the gap between scientific
evidence and public policy. Psychological
[18] Hauge LJ, Skogstad A, Einarsen S. Science in the Public Interest.
The relative impact of workplace bullying 2011;12(3):95-162
as a social stressor at work.
Scandinavian Journal of Psychology. [26] Jones DN, Paulhus DL.
2010;51(5):426-433 Machiavellianism. In: Leary MR,
Hoyle RH, editors. Handbook of
[19] Namie G, Namie R. The Bully at Individual Differences in Social Behavior.
Work: What you Can Do to Stop the Hurt New York: Guilford Press; 2009.
and Reclaim your Dignity on the Job. pp. 93-108
Naperville, IL: Sourcebooks, Inc.; 2003
[27] Furnham A, Richards SC,
[20] Lutgen-Sandvik P. Take this job Paulhus DL. The dark triad of
and…: Quitting and other forms of personality: A 10-year review. Social
resistance to workplace bullying. and Personality Psychology Compass.
Communication Monographs. 2013;7(3):199-216
2006;73(4):406-433
[28] Nevicka B, Ten Velden FS, De
[21] Zapf D, Einarsen S, Vartia M, Hoogh AHB, Van Vianen AEM. Reality
Empereur JL. Escalated harassment at odds with perceptions: Narcissistic
in the workplace: Individual, leaders and group performance.
organizational, and societal causes. In: Psychological Science. 2011;22:1259-
Einarsen S, Hoel H, Zapf D, Cooper CL, 1264. DOI: 10.1177/0956797611417259
editors. Bullying and Harassment in the
Workplace: Developments in Theory, [29] O’Boyle EH Jr, Forsyth DR,
Research, and Practice. London: Taylor Banks GC, McDaniel MA. A meta-
& Francis; 2011. pp. 249-272 analysis of the dark triad and work
behavior: A social exchange perspective.
[22] Paulhus DL, Williams KM. The Journal of Applied Psychology.
dark triad of personality: Narcissism, 2012;97(3):557-579
Machiavellianism, and psychopathy.
Journal of Research in Personality.
2002;36(6):556-563

[23] Buckels EE, Jones DN, Paulhus DL.

Behavioral confirmation of everyday
6