ArticleFrontiers in psychology2017
Workplace Ostracism Seen through the Lens of Power.
Article in Frontiers in psychology, 2017. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 8 papers, 1 of them a synthesis that pooled it.
What it found
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Who cites it
8 citing papers in PubMed, 1 synthesis or guideline pooled it.
- A Systematic Review of Negative Work Behavior: Toward an Integrated Definition.Frontiers in psychology · 2021Pooled it
- The Impact of Cyber-Ostracism on Bystanders' Helping Behavior Among Undergraduates: The Moderating Role of Rejection Sensitivity.Behavioral sciences (Basel, Switzerland) · 2025Article
- Negative workplace gossip and turnover intention among kindergarten teachers: psychological safety as a mediator and organizational identification as a moderator.Frontiers in psychology · 2025Article
- Intensity, intent, and ambiguity: Appraisals of workplace ostracism and coping responses.Aggressive behavior · 2023Article
- Impact of Co-Worker Ostracism on Organizational Citizenship Behavior Through Employee Self-Identity: The Moderating Role of Ethical Leadership.Psychology research and behavior management · 2023Article
- Article
- Consequences of Workplace Ostracism: A Meta-Analytic Review.Frontiers in psychology · 2021Article
- Qualitative Study on the Toxic Triangle Integration of Leadership Ostracism.Frontiers in psychology · 2021Article
Corrections and comments
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Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Drawing on approach/inhibition theory of power, we investigated two factors that influence the manner by which victims react to workplace ostracism: the hierarchical status of the ostracizer and the level of an ostracizee's external social support including family, friends, and significant others. Across an experimental vignette study (Study 1) and a field study (Study 2), we found support for a three-way interaction with felt ostracism, ostracizee external social support, and ostracizer status influencing victims' organizational citizenship behavior and deviance directed toward other individuals. In addition, felt ostracism and ostracizee external social support interacted to predict turnover intentions. Overall, victims who were ostracized by a legitimate higher-status authority (e.g., manager) and whose external social support network was limited experienced the most negative outcomes across both studies. Our findings suggest that contextual factors both inside and outside the organization jointly impact the way in which individuals react to perceived workplace ostracism. Implications and future research directions are discussed.
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