Supervisors frequently shout and berate employees to bolster performance and affirm their authority within the workplace. Curiously, rather than feeling remorseful for their aggressive outbursts, many managers experience no guilt at all. This behaviour is far from uncommon if you have ever encountered a boss who seemed to delight in belittling staff or thriving on loud, demeaning tirades. Recent research from the University of Georgia sheds valuable light on this troubling dynamic, revealing that certain bosses flourish through such aggressive tactics.

Dr Szu-Han Lin, the W. Richard and Emily Acree Professor in Management at the UGA Terry College of Business has spent the past two decades examining the effects of workplace abuse. She observes that although it has long been recognised that such conduct harms employees’ well-being and productivity, there remains a persistent question: why do these managers persist in such actions despite their harmful consequences? Traditionally, it was assumed that any boss who behaved abusively would feel at least shame or regret afterwards. However, Dr Lin’s latest findings suggest otherwise — for some, abusive behaviour seems to provide a sense of personal satisfaction or even accomplishment.

Much of the existing scholarship in organisational psychology has centred on how abusive leaders undermine employee morale and performance. In contrast, less attention has been paid to what these behaviours offer the bosses themselves. Many previous studies have portrayed such conduct as the by-product of stress or emotional exhaustion rather than something intentionally cultivated. However, Dr Lin’s work shifts the focus from employees to the managers themselves, questioning whether some leaders may derive psychological rewards from their aggressive behaviour.

Interestingly, Dr Lin’s curiosity was piqued while watching episodes of Hell’s Kitchen, a popular television show renowned for its fiery host, Gordon Ramsay, who is notorious for his verbal tirades. Observing Ramsay’s repeated outbursts, Lin wondered whether such behaviour was merely a show for the cameras or if it hinted at a deeper, more calculated strategy. Could confident leaders rely on aggression as a deliberate method to maintain order and secure compliance?

To delve deeper, Dr Lin and her colleagues surveyed 100 supervisors across various sectors, including construction, nursing, manufacturing and sales. These managers were asked whether they engaged in abusive conduct and, more importantly, why. The answers were revealing: while some managers admitted to yelling when overwhelmed or burnt out, a substantial number confessed that they intentionally employed yelling and belittling to boost compliance and reinforce their status as leaders. Further investigation involved a detailed, fifteen-day diary study with 249 supervisors. They recorded whether they had been abusive on a given day, what had prompted the behaviour, and how they felt afterwards. Remarkably, many of those who had lashed out for personal gain — to boost compliance or solidify their authority — did not feel guilt at all; they instead reported feelings of accomplishment and satisfaction.

This research has important implications for how organisations think about leadership and the training they offer new managers. Dr Lin points out that recognising these underlying motives can help leaders identify alternative, healthier methods for commanding respect and inspiring compliance. She warns that while some managers might achieve a fleeting sense of control or efficacy through abusive tactics, such approaches always exact a steep price, undermining morale and corroding the fabric of the workplace. Ultimately, as Dr Lin highlights, there are more constructive and respectful paths to effective leadership — ones that do not require the degradation of others. Acknowledging these truths may be the first step towards fostering workplaces where performance and psychological well-being are upheld.

More information: Szu-Han Lin et al, Short-Term Fulfillment: How Supervisors’ Motives for Abusive Behaviors Influence Need Satisfaction and Daily Outcomes, Journal of Management. DOI: 10.1177/01492063251331910

Journal information: Journal of Management Provided by University of Georgia