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Abstract
Drawing mainly on Adler's Individual Psychology and Hofstede's cultural theory, this analysis situates the tendency for workplace, interpersonal physical and psychological violence as occurrences that are attributable to childhood experiences as well as rooted in culture. From collectivistic and power distance culture standpoints, the article conceives of the leader, with all his fixated and unpleasant childhood mannerisms and idiosyncrasies, as the initiator of the conflict through his/her perpetration of psychological violence. On the other hand, the follower is portrayed as reacting to the leader's behavior but with both physical and psychological violence. The implications of these for well-being and workplace harmony are highlighted.