ABSTRACT
In their book, Deviance and Crime in Colleges and Universities: What Goes on in the Halls of Ivy, Mark Hickson III and Julian Roebuck (2009) argued that bullying and mobbing behaviors exist in academic departments and that faculty members and administrators that bully could cause significant harm and damage to others and their departments. This chapter examines the antecedents and consequences of workplace bullying among college professors. We used the job demand-control-support (JDCS) model of workplace strain as a theoretical framework for our study. Results confirmed that workplace bullying occurs in academic departments characterized by higher job demands, lower control over work, and lower social support from a supervisor, with the consequences of job dissatisfaction, job stress, and a greater intent to leave academia. In our discussion, we offer numerous recommendations, emphasizing that department chairs play the single most important role in deterring workplace bullying in academic departments.
