In contemporary Japanese workplaces, interpersonal relationship problems have become increasingly serious, leading to heightened psychological stress and declining organizational functioning. One major contributing factor is power harassment (workplace bullying). This study surveyed 1621 Japanese workers to examine how support from supervisors and organizations influences power harassment, with particular attention to differences in self-esteem levels and narcissistic types. Hierarchical multiple regression analyses revealed that among individuals with high self-esteem, supervisor support tended to reduce power harassment in those characterized by the Need for Attention and Praise type, whereas organizational support tended to increase it. Additionally, for those classified as the Sense of Superiority and Competence type, the interaction between ego threat and both types of support showed a tendency to exacerbate power harassment. For individuals with low self-esteem, the interaction between ego threat and both types of support similarly tended to intensify power harassment in the Need for Attention and Praise type. These results suggest that the effects of support are not uniform; rather, they may inhibit or facilitate power harassment depending on individual psychological traits. Therefore, tailoring the method, timing, and source of support to workers’ psychological characteristics is essential for both preventing power harassment and promoting psychological adaptation.
Ryoichi Semba (Mon,) studied this question.