Exposing Abusive Behaviors of Institute of Art History Staff at Jagiellonian University: A Study of Organizational Behavior

Jagiellonian University, a renowned institution in Europe located in Kraków, Poland, has come under fire for allegations of mental harassment and humiliation of students and doctoral candidates by specific staff members at the Institute of Art History. These reports have put the spotlight on the university's organizational culture and its impact on student and employee wellbeing. This paper aims to examine these issues, using concepts from organizational behavior theory to gain a better understanding of why such behaviors occur, and offer recommendations to improve the situation on campus.

Overview of the Problem

During the summer of 2022, staff members at the Institute of Art History of Jagiellonian University were accused of mentally abusing and humiliating their students and doctoral candidates. Media reports highlighted instances of verbal abuse, public shaming, yelling, and intimidation, along with allegations of xenophobia and homophobia. This mistreatment led to students and doctoral candidates experiencing emotional distress and derogatory language aimed at their physical appearance or academic performance. Protests followed these allegations, and the university's administration faced criticism for their handling of the situation, raising concerns about the quality of education and research conducted at the university.

Organizational Behavior Analysis

Several theoretical concepts from organizational behavior can shed light on why this problem of abuse is happening within the Institute of Art History. One of the most relevant theories is abusive supervision, which discusses how some bosses or managers behave antagonistically and hostile towards their employees, both verbally and non-verbally, resulting in persistent negativity and aggression, but without involving any physical contact (Tepper, 2000). Abusive supervision reduces the well-being of employees, causing increased turnover, weaker job satisfaction, and less productive job performance (Mathieu & Babiak, 2016). Personal traits, job-related stress, and organizational culture are examples of factors responsible for the abusive supervision process.

One vital organizational behavior concept that can be applied to this issue is the role of power and influence. According to McShane and Glinow (2021), power refers to one's ability to influence another's behavior, whereas influence refers to the actual change in the actions of the target person owing to the exertion of power by the influencing person or group (McShane & Glinow, 2021). Power dynamics may be present within the university's organizational culture, causing specific employees to feel empowered to mistreat students and doctoral candidates. Lord Acton (1877) has suggested that power tends to corrupt people, meaning that individuals may have a strong motivation to misuse power. In this case, the employees who mistreated students and doctoral candidates at the Institute of Art History may have done so because they had authority over them, leading to a power differential that made it seemingly easier to mistreat them with impunity.

Conclusion

This study of organizational behavior has highlighted the problem of abuse at the Institute of Art History and its effect on student and employee well-being. The abusive supervision theory reveals that certain bosses or managers may behave negatively and violently towards their employees, and power dynamics may influence specific staff members to mistreat students and doctoral candidates. By having a more profound understanding of the root causes of abuse, the university can improve the situation on campus and promote a safer and more inclusive learning environment for its students and employees.

One essential aspect to consider in organizational dynamics is effective communication. With open and transparent communication, employees feel more comfortable disclosing instances of mistreatment, promoting a positive organizational culture. The lack of communication between employees and students in the case of the Institute of Art History could have contributed to the mental abuse issue. Inadequate leadership could also have played a significant role in promoting abusive behavior. To prevent future instances of abuse, a comprehensive investigation should be carried out, transparently addressing all allegations. Additionally, support in the form of counseling and mental health services should be provided to those affected by the abuse. Establishing training opportunities that emphasize effective communication practices for employees and offering support and resources to struggling employees are also essential steps toward creating a safer working environment. Priority should also be placed on effective leadership to set clear expectations, provide regular feedback to employees, and promote ethical behavior. By implementing these solutions, organizations can prevent instances of abusive behavior and cultivate a positive workplace environment for all employees.

Sources:

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5. History of the Jagiellonian University. (n.d.). Jagiellonian University. Retrieved from https://en.uj.edu.pl/en_GB/about-university/history

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The following sources were analyzed and used for the purpose of this work:

1. Acton, JEE (1877). The essay "The History of Freedom in Christianity" from the book "Lord Acton: Historical and Moral Essays" edited by J. Rufus Fears and published by Liberty Fund, which explores the development of freedom in Christianity, is considered.

2. Avey J, Avolio B, and Luthans F. (2011). The article "Experimentally Analyzing the Impact of Leader Positivity on Follower Positivity and Performance" from the journal "The Leadership Quarterly" examines the influence of positive leaders on their followers' performance.

3. Einarsen S, Aasland MS, and Skogstad A. (2007). The article "Destructive Leadership Behavior: A Definition and Conceptual Model" from the "Leadership Quarterly" defines destructive leadership and presents a conceptual model illustrating its causes and consequences.

4. Gelfand MJ, Erez M, and Aycan Z. (2007). The article "Cross-Cultural Organizational Behavior" from "Annual Review of Psychology" highlights the importance of culture in organizational behavior and presents the findings of cross-cultural research.

5. The Jagiellonian University's website provides the history of the institution, founded in the 14th century as the second oldest university in Central Europe.

6. Mathieu C, and Babiak P. (2016). The article "Corporate Psychopathy and Abusive Supervision: Their Influence on Employees' Job Satisfaction and Turnover Intentions" from the "Personality and Individual Differences" examines the effect of corporate psychopathy and abusive supervision on employee job satisfaction and intent to leave.

7. McShane S, and Glinow MV. (2021). "Organizational Behavior: Emerging Knowledge, Global Reality" (9th edition) published by McGraw-Hill Education, is an textbook exploring the field of organizational behavior and the latest research in the topic.

8. Tabassi AA, Abdullah A, and Bryde DJ. (2019). The article "Conflict Management, Team Coordination, and Performance Within Multicultural Temporary Projects: Evidence From the Construction Industry" from the "Project Management Journal" investigates the role of conflict management and team coordination in multicultural temporary projects in the construction industry.

9. Vredenburgh D, and Brender Y. (1998). The article "The Hierarchical Abuse of Power in Work Organizations" from the "Journal of Business Ethics" examines the phenomenon of hierarchical abuse of power in organizations and the consequences it has on employees and the organization as a whole.