New research indicates that some bosses actually enjoy engaging in abusive behavior in the workplace.

Szu-Han (Joanna) Lin, a professor in management at the University of Georgia Terry College of Business, stated, “We have been studying abusive behavior in the workplace for 20 years, and we have known it always has bad outcomes for performance and productivity. But we also know that people keep doing it. I think we assumed that if managers engage in these behaviors, they’d feel bad, and it would always have a negative effect on them. But that’s not the case.”

While workplace abuse has been a topic of interest for organizational psychologists for many years, previous research has primarily focused on the effects of such abuse on employees and their performance. Other studies have examined bosses who lash out due to stress or exhaustion, but not those who intentionally choose to engage in abusive behavior.

Lin’s study was partly inspired by the reality television show Hell’s Kitchen, which features British chef gordon Ramsay yelling at his staff.

“I was watching season after season, and I thought, ‘Huh? I wonder why he acts like that,'” Lin said. “That really triggered my interest. I feel like most research focuses on how this type of behavior influences followers. But I wanted to know about the leaders. There must be something in it for them if they keep acting like this.”

The research team surveyed 100 supervisors across various fields to understand if and why they engaged in abusive behavior.

The supervisors were surprisingly open in their responses.While some reported yelling at employees due to burnout or feeling overwhelmed, a important number admitted to using abuse to enforce orders or assert their authority.

These supervisors came from diverse industries, including manufacturing, construction, nursing, and sales.

In a second study, 249 supervisors were surveyed daily for 15 days, detailing instances of employee abuse, the circumstances leading up to the abuse, and their feelings afterward.

The team, led by Lin, again found instances where burnout or negative emotions preceded abusive behavior. However, nearly as many supervisors admitted to intentionally yelling at or dressing down subordinates to improve performance or reinforce their leadership position.

Supervisors who yelled at employees due to burnout felt guilty or worse afterward. Conversely, those who were abusive to improve performance or assert their authority reported feeling better, as if they had achieved something.

Lin explained, “If they engage in these behaviors with a goal in mind, like boosting compliance or preserving their identity as leaders, they’re satisfying an emotional need. If my followers have poor performance and I yell at them to increase compliance, then I feel like I achieved something in the short term. If I lash out as I’m tired, I won’t feel any satisfaction.”

Understanding the motivations behind such behavior could inform leadership training programs and help prevent workplace abuse.

“It’s vital for leaders to recognize they may have motivations for acting abusively to help them find better leadership tools,” Lin said. “You may want your followers to listen to you or you may want to make sure you establish your role as a leader. That’s fine, but there are other ways to achieve that. If you engage in abusive behaviors, it will always lead to negative outcomes. No one will be motivated at all.Leaders need to acknowledge this is happening if we want them to develop better tools and tactics.”

The complete research is available in the Journal of Management.