The present study examines approaches for managers and their effectiveness in preventing power harassment and improving work engagement. It examines the relationship between power harassment, work engagement, viewpoint acquisition, anger expression and workplace resources. The analysis included data from 286 employees(managers:n=34, members:n=252)working for a Japanese pharmaceutical company. The following three points can be gleaned from this study:1)managers in workplaces with more frequent power harassment experiences have higher temperament anger(a tendency toward anger regardless of the situation);2)the fewer the experiences of power harassment in a given department, the greater are employees’ workplace resources;and 3)greater job demands suppress work engagement, and greater workplace resources and perspective taking increase work engagement.