ABSTRACT
Over the last two decades, the Communication discipline has become a leader in research that explains, defines, operationalizes, and theorizes bullying. Similar to studies of harassment, discrimination, and abuse, the bullying literature has been largely motivated by a desire to describe this interactional “bad behavior” so that it ostensibly may be eradicated. Less clear, however, are what behaviors should fill the void when bullying behavior declines and the processes by which ostensibly “good behavior” might most effectively be inspired and created. In this chapter, we applied Dominant Group Theory as a lens to understand the ways in which dominant group members can disrupt and impede workplace bullying.
