Petty tyranny: Difference between revisions
Attempt to clarify noncontingent punishment |
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# a forcing style of [[conflict resolution]] |
# a forcing style of [[conflict resolution]] |
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# discouragement of [[initiative]] |
# discouragement of [[initiative]] |
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# {{clarify span|text=non[[contingent]]|date=July 2015}} use of [[punishment]]: punishment |
# {{clarify span|text=non[[contingent]]|date=July 2015}} use of [[punishment]]: punishment (e.g. displeasure or criticism) allotted without discernible or consistent principles. |
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==See also== |
==See also== |
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Revision as of 20:01, 3 July 2021
Petty tyranny[1] (or petty authority, petty dictator or petty power) is authority exercised by a leader, usually one unchosen by the led, in a relatively limited or an intimate environment, such as that exercised by a fellow peer of a social group. It is a pejorative term, that carries with it a sense of authority that was gained, or is used, in an unfair or capricious manner.
Ashforth discussed potentially destructive sides of leadership and identified petty tyrants, i.e. leaders who exercise a tyrannical style of management, resulting in a climate of fear in the workplace.[1] He proposed the following six characteristics to define petty tyranny:[2][3]
- arbitrariness and self-aggrandizement
- belittling of subordinates
- lack of consideration for others
- a forcing style of conflict resolution
- discouragement of initiative
- noncontingent[clarify] use of punishment: punishment (e.g. displeasure or criticism) allotted without discernible or consistent principles.
See also
References
- ^ a b Petty Tyranny in Organizations, Ashforth, Blake, Human Relations, Vol. 47, No. 7, 755-778 (1994)
- ^ S Alexander Haslam (2004). Psychology in Organizations. SAGE. p. 142. ISBN 978-0-7619-4231-3.
- ^ Ronald E. Rice; Stephen D. Cooper (2010). Organizations and Unusual Routines: A Systems Analysis of Dysfunctional Feedback Processes. Cambridge University Press. p. 287. ISBN 978-0-521-76864-1.
Further reading
- Blake Ashforth (2003). "Petty Tyranny in Organizations". In Lyman W. Porter; Harold L. Angle; Robert W. Allen (eds.). Organizational Influence Processes (2nd ed.). M.E. Sharpe. pp. 151–171. ISBN 978-0-7656-1134-5.
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