Abusive supervision is quite common in the service industry. Employees’ proactive customer service performance is essential for the long-term development of service enterprises. This study enriches the antecedents of proactive customer service performance from a new theoretical perspective by incorporating the analysis of abusive supervision into the theoretical framework and fills the research gap between customer orientation and proactive customer service performance. Based on Affective Events Theory and Social Cognitive Theory, this study established the structure equation (...) model between abusive supervision and proactive customer service performance mediated by affective commitment and customer orientation. Utilizing structural equation modeling, a negative association between abusive supervision and proactive customer service performance was found, and affective commitment and customer orientation act as the mediators between abusive supervision and proactive customer service performance. In addition, the implications for future study were also discussed. (shrink)

In order to address the influence of unethical leader behaviors in the form of abusive supervision on subordinates’ retaliatory responses, we meta-analytically examined the impact of abusive supervision on subordinate deviance, inclusive of the role of justice and power distance. Specifically, we investigated the mediating role of supervisory- and organizationally focused justice and the moderating role of power distance as one model explaining why and when abusive supervision is related to subordinate deviance toward supervisors (...) and organizations. With 79 independent sample studies, we found that abusive supervision was more strongly related to supervisory-focused justice, compared to organizationally focused justice perceptions, and both types of justice perceptions were related to target-similar deviance. Finally, our results showed that the negative implications of abusive supervision were stronger in lower power distance cultures compared to higher power distance cultures. (shrink)

Previous research has shed light on the detrimental effects of abusive supervision. To extend this area of research, we draw upon conservation of resources theory to propose a causal relationship between abusive supervision and psychological distress, a mediating role of psychological distress on the relationship between abusive supervision and employee silence, and a moderating effect of the supervisor–subordinate relational context on the mediating effect of abusive supervision on silence. Through an experimental study, (...) we found the causal path linking abusive supervision and psychological distress. Results of both the experimental study and a field study provided evidence that psychological distress mediated the relationship between abusive supervision and silence. Lastly, we found support that this mediation effect was contingent upon the relational context in Study 2 but not in Study 1. We discuss implications for theory and practice. (shrink)

Drawing on the transactional model of stress, we propose that organizational identification and positive affectivity moderate the relationship between abusive supervision and proactive behavior. In Study 1, we collected data from a sample of 165 dentists and 41 supervisors in two Chinese hospitals. In Study 2, we used a sample of 226 employee-supervisor dyads from a large Chinese transportation company. The results of two studies showed that the interaction between abusive supervision and organizational identification on proactive (...) behavior occurred only when positive affectivity was high. We discuss theoretical and managerial implications and indicate future research directions. (shrink)

Purpose Despite the number of studies on abusive supervision and voice, there is still limited knowledge on why individuals refrain themselves from information sharing. Moreover, very little is known on when individuals become cynical and when they do not under abusive supervision. Hence, to address the existing gaps in the literature this study aims to investigate the moderating role of positive reappraisal on the link between abusive supervision and cynicism; the associations between cynicism and (...) two forms of voice, promotive and prohibitive; and the mediating effect of cynicism on the relationship between abusive supervision and voice. Design/methodology/approach We conducted a survey among 685 highly skilled employees and their immediate supervisors in manufacturing companies. Among the 685 responses, we excluded 258 incomplete questionnaires and thus analyzed a total of 427 responses. Hierarchical regression analysis and structural equation modeling were utilized to assess the validity of the hypotheses. Findings The findings indicate that positive reappraisal moderates the link between abusive supervision and cynicism; furthermore, cynicism is negatively related to promotive voice and mediates the relationship between abusive supervision and promotive voice. Moreover, the results reveal that the association between cynicism and prohibitive voice is nonsignificant and that cynicism does not mediate the link between abusive supervision and prohibitive voice. Originality/value This study is the first to provide empirical evidence on the moderating role of positive reappraisal on the relationship between abusive supervision and cynicism, the association between cynicism and promotive voice and the mediating role of cynicism on the link between abusive supervision and promotive voice. Future research directions We recommend that future research consider other forms of voice, such as acquiescent and prosocial voice, in investigating the links between cynicism and employee voice. (shrink)

Recent studies of organizational behavior have witnessed a growing interest in unethical leadership, leading to the development of abusive supervision research. Given the increasing interest in the causes of abusive supervision, this study proposes an organizing framework for its antecedents and tests it using meta analysis. Based on an analysis of effect sizes drawn from 74 studies, comprising 30,063 participants, the relationship between abusive supervision and different antecedent categories are examined. The results generally support (...) expected relationships across the four categories of abusive antecedents, including: supervisor related antecedents, organization related antecedents, subordinate related antecedents, and demographic characteristics of both supervisors and subordinates. In addition, possible moderators that can also influence the relationships between abusive supervision and its antecedents are also examined. The significance and implications of different level factors in explaining abusive supervision are discussed. (shrink)

Despite the growing attention on the topic of abusive supervision, how abusive supervision affects individual and team creativity have not yet been thoroughly investigated. Drawn from the perspective of leader-member exchange (LMX), the current study develops a multilevel model to describe the relationships between abusive supervision and creativity at both team and individual levels, with a focus on the roles played by team-level leader-member exchange (TLMX) and LMX differentiation (DLMX). Based on data collected from (...) 319 team members and their team leaders in 71 teams, the results show that abusive supervision has a negative relationship with TLMX, a practice that is conducive to both team and individual creativity. At the team level, the negative relationship between abusive supervision and TLMX is lessened by a higher level of DLMX. In addition, the positive relationship between TLMX and team creativity is weakened by a higher level of DLMX. Theoretical and practical implications of the findings are discussed. (shrink)

Purpose: We investigated the role of gender in abusive leadership practices, along with the effects of abusive leadership on employee health. We tested two hypotheses regarding the relationship between abusive leadership practices and subordinates’ health outcomes. Design: At two points of measurement, 663 participants in Germany rated their 158 direct team leaders on abusive supervision and stated their own levels of emotional exhaustion and somatic stress. To test our hypotheses, we used a mixed model approach. (...) Findings: The results show no gender differences between the ratings for female and male leaders regarding abusive supervision, but do confirm that the leaders’ gender did play a role in employees’ perceptions of abuse; perceived abusive supervision is more strongly related to increased emotional exhaustion and somatic stress when the leader is male. Limitations: The generalizability of the study is limited due to a majority of females in the sample. Practical implications: Organisations should review their policies and procedures to first identify abusive supervision, then to offer adequate support programs for both leaders and subordinates. Originality/value: The study integrates gender into research on leadership and health, shifting the focus from previous studies that investigated constructive to destructive leadership. A further strength of the study is the application of a multilevel design and two separate points of measurement. (shrink)

In this article, we examined the relationship between abusive supervision and deviant workplace behavior and the moderating role of an Islamic Work Ethic. Three hundred and thirty‐six employees in different organizations (specializing in software development, medicine, law enforcement, telecommunication, pharmaceutics, and banking) across Pakistan completed our questionnaire. The results revealed that abusive supervision was positively related to deviant workplace behavior. Moreover, the moderation of an Islamic Work Ethic on the relationship between abusive supervision and (...) deviant work behavior was confirmed. The study contributed in many ways. It expanded literature by revealing a weaker relationship between abusive supervision and deviant behavior when Islamic Work Ethic (IWE) was high. It also tested the conservation of resources theory by providing a plausible reasoning of the role of IWE in employee motivation. By integrating IWE as a resource in the workplace, practitioners would learn that the proper use of resources would produce satisfied workers who would not indulge in deviant workplace behaviors. (shrink)

Drawing on the theory of cognitive-affective processing system and that of construal level, we propose a moderated mediation model illustrating the relationship among abusive supervision, shame, construal level, and work withdrawal. We tested this model with a two-source time-lagged survey of 387 employees from 129 work teams in central and East China. Results revealed that abusive supervision had a positive association with the emotion of shame and supported the mediating role of shame linking abusive (...) class='Hi'>supervision to work withdrawal. Besides, our findings supported the buffering effect of construal level on the shame-work withdrawal relationship as well as the indirect relationship between abusive supervision and work withdrawal channeled through the emotion of shame. (shrink)

Abusive supervision has been shown to have significant negative consequences for employees’ well-being, attitudes, and behavior. However, despite the devastating impact, it might well be that employees do not always react negatively toward a leader’s abusive behavior. In the present study, we show that employees’ organizational identification and abusive supervision interact for employees’ perceived cohesion with their work group and their tendency to gossip about their leader. Employees confronted with a highly abusive supervisor had (...) a stronger perceived cohesion and engaged in less gossiping behavior when they identified more strongly with their organization. Our findings illustrate that organizational identification functions as a buffer for those confronted with an abusive supervisor. (shrink)

How and when does followers’ upward hostile behavior contribute to the emergence of abusive supervision? Although from a normative or ethical point of view, supervisors should refrain from displaying abusive supervision, in line with a social exchange perspective, we argue that abusive followership causes supervisors to experience low levels of interpersonal justice, stimulating abusive supervision in response. Based on uncertainty management theory, we further expect that the extent to which supervisors reciprocate the experienced (...) injustice with abusive supervisory behavior is moderated by supervisors’ self-doubt. A multi-source field study as well as a vignette study following an experimental-causal-chain approach supported our hypotheses. Specifically, our results revealed that the indirect effect of abusive followership on abusive supervision through supervisors’ interpersonal justice is most pronounced when supervisors experience high levels of self-doubt. The practical and theoretical implications of our findings are discussed. (shrink)

This study aims to examine the role of hostile climate in initiating abusive supervision and the mediating role of abusive supervision between the relationship of perceived hostile climate and workplace deviance. A cross-sectional study design was employed to collect the data from the 358 respondents in manufacturing SMEs in Pakistan. Results of the study revealed that perceived hostile climate is significantly related to abusive supervision and workplace deviance. Abusive supervision is significantly related (...) to workplace deviance and it mediates the relationship between perceived hostile climate and workplace deviance. The findings of the current study give insight to the academicians and managers on the prevalence of abuse in the workplace. Further, limitations and future recommendations are given in this study. To the best of our knowledge, this study is one of its own kinds no such study has been conducted before. (shrink)

Front-line employees (FELs) facing double challenges of handling demanding supervisors and irresponsible customers in organizational settings. Performance of service organizations exceedingly reliant on knowledge sharing within organizational employees. FLEs develop the destructive emotions of revenge attitude from abusive supervision and customers’ mistreatment and diminish knowledge sharing. This work aims to determine the effect of abusive supervision (ABS) and customer mistreatment (CMT) on the development of revenge attitude (RVA) and felt obligation (FTO) reduces the knowledge hiding behaviors. (...) Moreover, the FLEs categorical factors of work experience and gender vary the effect of knowledge hiding. Survey data from 201 FLEs police officers. Structural equation modeling partial least square regression (PLS-SEM) SmartPLS 3.1 was utilized to test the model. Study results confirm that ABS and CMT significantly impact the RVA, and FTO reduces the RVA. Moreover, RVA influences the evasive, playing dumb, and rationalized knowledge hiding behaviors, and FTO significantly streamlined the knowledge hiding behaviors. FLEs personal attributes of experience and gender moderates the knowledge hiding behaviour and analysed with PLS multiple group analysis (MGA). The study contributes to the knowledge hiding in service work settings FLEs facing internal and external pressures. Service firms need to train the FLEs to manage the customer with the established working standards and work with the supervisor exceeding expectations. Study limitations and future research opportunities were reported at the end. (shrink)

This study investigates the relationship between abusive supervision and employee creativity by shedding light on the mediating role of negative affect and the moderating role of interpersonal harmony. Based on affective events theory, it was hypothesized that abusive supervision impacts employees’ negative affect and their creativity. Data from a questionnaire survey of 398 Chinese employee–supervisor dyads were collected and analyzed. The results support our hypotheses, address unexplored theoretical predictions, and suggest that organizations should deal with the (...) factors undermining employees’ emotions to improve their creativity. (shrink)

Drawing upon the unfolding model of turnover and the dual-process theory of information processing, we examined the roles which ethical leadership and abusive supervision play in the turnover process. The central conclusion of this study is that ethical leadership influences job satisfaction, which then influences intentions to quit, which then impacts job search behaviors. Conversely, abusive supervision, which is the conceptual opposite of ethical leadership, has a negative influence on job satisfaction with corresponding impacts on intentions (...) to quit and job search behavior. But, unlike ethical leadership, which does not directly lead to job search behavior, abusive supervision can also directly make people so upset that they initiate job search behaviors. Moreover, findings indicate that even low levels of abusive supervision can neutralize high levels of ethical leadership. Implications for research and practice in human resource management are discussed. (shrink)

Drawing on victim precipitation theory, we propose that certain employees are more likely to perceive abusive supervision because of their personality traits. Specifically, we hypothesize that subordinates’ emotional stability, conscientiousness, and agreeableness will be negatively related to perceived abuse from their supervisor and that negative emotions at work will mediate these relationships. We surveyed 222 employees and found that emotional stability and conscientiousness negatively predicted employees’ self-reports of abusive supervision and that this relationship was mediated by (...) negative emotions. Thus, employees lower in emotional stability or conscientiousness are more likely to experience negative emotions, which in turn is related to higher levels of abuse. (shrink)

We build on the emerging research that shows aversive subordinate workplace behaviors are likely related to abusive supervision in the workplace. Specifically, we develop and test a moderated-mediation model outlining the process of abusive supervision based on the stressor-emotion model of counterproductive work behavior. We argue that subordinate interpersonal deviance prompts supervisor negative emotions, which then leads supervisors to engage in abusive supervision. We also argue that subordinate organizational citizenship behavior (OCB) is likely to (...) play a crucial role in predicting abusive supervision. We argue that interpersonal deviance is more likely to prompt abusive supervision through supervisor negative emotions when the magnitude of an employee’s engagement in OCB is weaker. Study 1, a time-lagged field study, tests and provides support for the relationships among our key variables (Hypotheses 1–3). Study 2, utilizing multisource field data (i.e., subordinate–supervisor dyads), replicates the results from Study 1 and provides support for the entire moderated-mediation model while controlling for tenure with supervisor, subordinate task performance, and subordinate conscientiousness. We find general support for our predictions. We conclude with a discussion of theoretical and practical implications as well as future research directions. (shrink)

This paper draws from the turnover and emotions literatures to explore how job embeddedness, in the context of abusive supervision, can impact job frustration, citizenship withdrawal, and employee deviance. Results indicate that employees with abusive supervisors were more likely to be frustrated with their jobs and engage in more deviance behaviors. And yet, the relationship between abusive supervision and job frustration was moderated by job embeddedness such that the relationship was weaker and negative for those (...) higher in job embeddedness and stronger and positive for those lower in job embeddedness. In other words, contrary to our original predictions, individuals who were more embedded in their jobs with an abusive supervisor were actually less likely to experience job frustration or engage deviance behaviors. Important implications for management research and practice are discussed. (shrink)

Work procrastination is a retreat behavior associated with negative cognitive experience and it results in great losses to individual as well as organizational development. Understanding the antecedents of employees’ work procrastination behavior contributes to lower frequency of its occurrence. This research builds a dual-moderated mediation model from the perspective of cognitive appraisal theory and explored work procrastination behavior of employees subjected to abusive supervision. With 378 valid returned questionnaires, data collected from 32 companies in Beijing, Shanghai, Tianjin, and (...) Chongqing supports our hypotheses. This result has enriched the understanding of work procrastination behavior and provided practical implications to avoide its negative effects. (shrink)

Leader behavior significantly influences employees’ safety performance. This study aimed to examine the effect of abusive supervision on the safety behaviors of subordinates. By drawing on the strength model of self-control, we predicted that abusive supervision would negatively affect safety behaviors through emotional exhaustion, and trait self-control and attentional bias toward safety would moderate the relationship between abusive supervision, emotional exhaustion, and safety behaviors. Our hypothesized model was supported by results from a sample of (...) 159 workers at a chemical product manufacturing enterprise in China. Emotional exhaustion mediated the link between abusive supervision and safety behaviors. Moreover, trait self-control moderated the relationship between abusive supervision and emotional exhaustion, and attentional bias toward safety moderated the relationship between emotional exhaustion and safety compliance. This study elucidates the effects of abusive supervision on safety behaviors through the resource depletion process. Likewise, the importance of trait self-control and attentional bias toward safety in mitigating the potentially harmful effects of abusive supervision in workplace safety is highlighted. Minimizing abusive supervision, providing self-control training, and implementing safety-specific implicit cognition intervention can effectively improve employees’ safety behaviors. (shrink)

The research aims to estimate the impact of abusive supervision on psychological engagement and absorptive capacity under the mediating role of knowledge hiding. This study was cross-sectional and data were collected from employees of four different sectors through a questionnaire. The convenient sampling technique was used to collect data from 450 employees. Structural equation modeling was used as a data analysis technique because the two-stage SEM technique produces precise and accurate estimates while modeling the path analysis. The output (...) of the measurement model assessment confirmed that all measurement scales were reliable. In addition to this, structural model assessment confirmed that abusive supervision did not significantly predict the absorptive capacity and psychological engagement, although knowledge hiding negatively predicted psychological engagement. (shrink)

Extant literature has documented mixed findings concerning the relationship between abusive supervision and employee performance. While most studies show a negative relationship, others reveal that abusive supervision can be motivating and performance-enhancing, and still others find no effect. To advance our understanding of this relationship, the present study examines employees’ objective and quantifiable key performance indicators (KPIs) as an outcome, while investigating employment contract type as a critical boundary condition. This study also explores an alternative outcome (...) of abusive supervision by examining whether its effects extend to employees’ behavior towards customers, specifically in the form of customer-directed sabotage. A two-wave multi-source field study was conducted with 1,331 customer service representatives from 139 call-center teams. Findings suggest an alarming phenomenon: for probationary employees, an inverted U-shaped relationship exists between abusive supervision and employees’ KPIs, such that low to moderate levels of abusive supervision increase, but moderate to high levels of abusive supervision decrease, their job performance. For permanent employees, KPIs are less affected by abusive supervision. However, abusive supervision is positively related to employees’ customer-directed sabotage behavior, and this effect is stronger for permanent (vs. probationary) employees. The theoretical and practical implications of the findings for leadership and business ethics are discussed. (shrink)

There is a growing interest in understanding how follower reactions towards abusive leadership are shaped by followers’ perceptions and attributions. Our studies add to the understanding of the process happening between different levels of leaders’ abusive behavior (from constructive leadership as control, laissez-faire, mild to strong abusive) and follower reactions. Specifically, we focus on the role of perception of abusive supervision as a mediator and attribution as a moderator of the relationship between leader abusive (...) behavior and follower reactions. Follower reactions are defined in terms of exit, voice, loyalty, and neglect. Two studies using a two point experimental design and vignettes and a cross-sectional field study were conducted. Perception partly mediates the relationship between leader behavior and reactions (Study 1 and 2). Different attributions (intention, control) moderate the relationship between the perception of abusive supervision and reactions in Study 2 and 3. In Study 2, attribution of intentionality of the leader behavior served as a moderator of the relationship between abusive supervision and loyalty, turnover, and voice. Attribution of intentionality reduced the relationship between perception of abusive supervision and reactions. Attribution of intentionality only strengthened negative reactions when milder abusive leadership was perceived. These results were not supported in Study 3. However, in Study 3, attribution to the supervisor’ control served as moderator for loyalty and voice. A stronger relationship between the perception of abusive supervision and reactions emerged for high versus for low attribution to the supervisor. The differences in results between the studies reflect that in Study 1 and 2 abusive behavior was manipulated and in Study 3 the perception of abusive supervision of actual leaders was assessed. Our findings show that avoidance of abusive supervision should be taken seriously and followers’ perception and suffering is not only due to subjective judgment but reflects actual differences in behavior. The relationships are stronger in the field study, because, in practice, abusive behaviors might be more ambiguous. The research presented here can help leaders to better understand their own and the followers’ role in the perception of and reaction to abusive supervision. (shrink)

Research on abusive supervision is imbalanced in two ways. First, with most research attention focused on the destructive consequences of abusive supervision, there has been relatively little work on subordinate-related predictors of perceptions of abusive supervision. Second, with most research on abusive supervision centered on its main effects and the moderating effects of supervisor-related factors, there is little understanding of how subordinate factors can moderate the main effects of perceptions of abusive (...) supervision on workplace outcomes. The current study aims to advance knowledge of the roles of subordinates in the formation of and reactions to perceptions of abusive supervision. Specifically, based on victim precipitation theory, the authors examined subordinates’ personality traits and self-reports of task performance as antecedents of perceptions of abusive supervision. The results show that subordinates high in neuroticism or low in conscientiousness had high levels of perceived abusive supervision partially through their self-reported deleterious job performance. In addition, the authors investigated the moderating effect of subordinates’ personality on the relationship between perceptions of abusive supervision and subordinates’ interpersonal deviance. Consistent with trait activation theory, subordinates low in both agreeableness and extraversion were more likely to engage in deviant behaviors in response to perceptions of abusive supervision than subordinates high in either or both agreeableness and extraversion. (shrink)

Abusive supervision negatively affects its direct victims. However, recent studies have begun to explore how abusive supervision affects third parties. We use the emotion-based process model of schadenfreude as a basis to suggest that third parties will experience schadenfreude and increase their work engagement as a response to peer abusive supervision. Furthermore, we suggest that the context of competitive goal interdependence facilitates the indirect relationship between PAS and third parties’ work engagement on schadenfreude. We (...) use a mixed-method approach to test our hypotheses. Data from an experimental study conducted by facial expression analysis technology and a multi‐wave field study generally support our hypotheses. Overall, our study extends PAS literature and meaningfully informs practitioners who aim to promote ethical workplace environments. (shrink)

In the present study, we examine the process through which abusive supervision impacts employee creativity. Specifically, we test whether abusive supervision is associated with lower levels of employee creativity and if this effect is mediated by employee sleep deprivation and emotional exhaustion. Results showed that abusive supervision had an indirect negative relationship with employee creativity via its impact on employee sleep deprivation and emotional exhaustion. These findings contribute to a better understanding of the negative (...) effects of abusive supervision on employee creativity and the processes by which they occur. (shrink)

A growing body of research reveals that abusive supervision may have negative impacts in organizations. The purpose of the present study is to expand the knowledge regarding the impacts of this dysfunctional leadership behavior by examining its relationship with innovation in work teams. Specifically, we investigate the process through which abusive supervision may undermine team innovation by taking into account the mediating role of team proactive behavior. Moreover, we propose a boundary condition of the negative effect (...) of abusive supervision by considering leader–members interdependence as a moderator. Using a multisource approach, data were gathered from 394 members and 82 immediate supervisors in a public safety organization. Results of path analyses reveal that the relationship between abusive supervision and team innovation is mediated by team proactive behavior. Furthermore, we found that the relationship between abusive supervision and team proactive behavior is moderated by leader–members interdependence, such that this relationship is stronger when the level of interdependence is high. Taken together, the findings of this study improve the understanding of why and under what circumstances abusive supervision may impair team innovation. (shrink)

Although workplace bullying is common and has universally harmful effects on employees’ outcomes, little is known about workplace bullies. To address this gap in knowledge, we draw from the tenets of social exchange and displaced aggression theories in order to develop and test a model of workplace bullying that incorporates the effects of employees’ individual differences, perceptions of their work environments, and perceptions of supervisory treatment on their tendencies to bully coworkers. The results of mediated moderation analyses that examine responses (...) from two samples of working adults support our hypotheses. Specifically, we find evidence of an indirect relationship between entitlement and coworker bullying through perceptions of abusive supervision that is stronger for employees who report lower levels of felt accountability than employees who report higher levels of felt accountability. This study makes important theoretical and practical contributions to abusive supervision research, bullying research, and organizational efforts to promote ethical work environments devoid of interpersonal mistreatment by providing novel insight into how employees’ entitlement and felt accountability combine to influence their tendencies to perceive themselves as victims of abusive supervision and culprits of coworker bullying. (shrink)

We draw from ego depletion and leader–member exchange theories to provide nuanced insight into why abusive supervision is indirectly associated with supervisor-directed destructive voice. A multi-wave, multi-source field study demonstrates evidence that abusive supervision has a positive conditional indirect effect on supervisor-directed destructive voice through subordinates’ relational ego depletion with their supervisors that is stronger for higher LMX differentiation contexts than lower LMX differentiation contexts. We make novel theoretical, empirical, and practical contributions by providing a parsimonious (...) explanation for why relational aspects of supervisory treatment drain subordinates’ capacities for controlling their volitional actions during interactions with their supervisors and how this relationship impacts subordinates’ supervisor-directed destructive voice. Overall, our study extends the application of ego depletion and LMX theories to the examination of abusive supervision and destructive voice in order to meaningfully inform researchers’ attempts to build cohesive streams of research in these areas and practitioners’ attempts to promote ethical workplace environments. (shrink)

Abusive supervision has long been found to have remarkably negative impacts on individual and organizational outcomes. Accordingly, prior studies have explored many organizational and supervisory predictors of abusive supervision and offered several interventions to reduce it. However, extant research lacks the bottom-up perspective to explore how employees can act to reduce abusive supervision, which is an important factor that enriches abusive supervision literature and helps employees protect themselves from being abused. Drawing on (...) self-disclosure theory, we develop a model of whether and how employee boundary blurring behavior may protect them from being abused by their supervisors. Specifically, we conducted two studies to test the theoretical model, including a scenario-based experimental study and a multi-source, multi-wave field study. The results reveal a negative indirect effect of employee boundary blurring behavior on abusive supervision via supervisor liking toward the employee. By uncovering employee boundary blurring behavior as an antecedent of abusive supervision, we enrich the abusive supervision literature with a bottom-up behavioral strategy for employees to proactively protect themselves from being abused. We hope our findings will encourage future studies to identify boundary conditions and other solutions for employees to minimize the risk of being abused. (shrink)

Synthesizing self‐regulatory theories, we provide new insights into the antecedents of abusive supervision. We, from the perspective of supervisor's self‐regulatory resources depletion or impairment, introduce supervisor hindrance stress as an underlying mechanism of the subordinate deviance–abusive supervision relationship: this mediated relationship will be intensified at the level of high subordinate job performance. In addition, we develop a complex contingency model and propose a three‐way interaction (i.e., subordinate deviance, job performance, supervisor outcome dependence) to obtain the complete (...) understanding of the subordinate deviance–abusive supervision relationship facilitated through the supervisors’ hindrance stress. To test our moderated moderated mediation model, we gathered time‐lagged and multisource data from a large food service company located in southern China. We collected data at two different points (i.e., Time 1 and Time 2) from supervisors and their direct reports (N = 298 responses from 68 supervisors and 298 direct reports), and findings provide support for the hypothesized moderated moderated mediation model of our study. We highlight the implications of our study for theory, research, and practice. (shrink)

This article challenges the unidimensional view of abusive supervisors and examines how employees respond to abuse when the transgressing boss also has a positive impact on others. Drawing on deonance and fairness theory, we propose competing hypotheses about the influence of prosocial impact. Specifically, we use deonance theory to suggest that prosocial impact might buffer the effects of abusive supervision. Alternatively, we incorporate fairness theory to predict that prosocial impact strengthens injustice perceptions and thereby worsens consequences of (...) abuse. Two field studies show support for fairness theory, demonstrating that employees perceive greater injustice, and show stronger retaliatory behaviors, when the abusive supervisor makes a positive difference in the workplace. A final field study replicates these results, while also testing the underlying cognitive process employees use to assess the interplay between “good” and “bad” supervisory characteristics. This article contributes insights to abusive supervision, prosocial impact, organizational justice, and behavioral ethics literatures. (shrink)

Viewing workplace deviance within a victim precipitation framework, we explore how abusive supervisors target subordinates low in core self-evaluations to explain when such employees respond by engaging in workplace deviance. We theorize that employees who are lower in CSE receive more abusive supervision, which generates subsequent harmful reactions toward supervisors, peers, and the organization. This occurs primarily when employees lack sufficient cognitive resources in dealing with supervisor abuse. We test, replicate, and extend our theoretical model in three (...) empirical studies. Results demonstrate that lower employee CSE drew more abusive supervision and led low-CSE employees to exhibit workplace deviance. This abusive supervision mediation effect was stronger for employees with comparatively lower cognitive ability levels. The findings are discussed with regard to theoretical and ethical issues in confronting employee abuse. (shrink)

Building on the emerging research on antecedents of abusive supervision, the current research offers an empirical investigation concerning how and when supervisor psychological entitlement instigates abusive supervision in the workplace. Specifically, drawing on social cognitive theory, we develop and test a moderated-mediation model delineating the process that prompts psychologically entitled supervisors to become abusive towards subordinates. We argue that supervisor psychological entitlement facilitates supervisor moral disengagement, which subsequently incites supervisory abusive behaviors. We also argue (...) that supervisor moral identity and core self-evaluation are likely to play an essential role in predicting the relationship between supervisor psychological entitlement and abusive supervision. We argue that supervisor psychological entitlement is more likely to instigate abusive supervision through moral disengagement when the magnitudes of supervisor MI and CSE are weaker. We test our theoretical model utilizing time-lagged, multisource data from a variety of organizations in the United States. We find general support for our hypotheses. We discuss implications for theory and practice as well as future research avenues. (shrink)

Driven by the cognitive-neoassociationistic model of aggression, this study examines how supervisors’ negative affect at work influences their interaction with subordinates, which further affects subordinate outcomes. Drawing upon research on power/resource interdependence and victim precipitation theory, we also test whether the positive relationship between supervisors’ negative affect and abusive supervision is moderated by leader–member exchange. Using one hundred and eighty supervisor–subordinate dyads from five hotels, we found that, supervisors’ negative affect at work was positively related to abusive (...) supervision, LMX buffered the positive association between supervisors’ negative affect and abusive supervision, and the indirect effects of supervisors’ negative affect on subordinate outcomes via abusive supervision was buffered by LMX, such that the indirect effects were only found in dyads with lower LMX, but not in dyads with higher LMX. Theoretical contributions and practical implications for managers and organizations were also discussed. (shrink)

This article proposes a conceptual model that explores the effect of abusive supervision on subordinates’ intention to quit the organization. We refer to several justice theories like social exchange theory and met expectations theory to strengthen our assertion that subordinates’ intention to quit the organization is high when they perceive their supervisor’s behaviour to be abusive. This article also strives to identify factors which might act as neutralizer in mitigating the pernicious effect of abusive supervision (...) on subordinates’ decision to quit. These factors are positive affect, perceived co-worker support, emotional intelligence and meaningful work which might act as buffer in reducing the deleterious effect of abusive supervision on subordinates, thereby minimizing their intention to quit the organization. We offer several research propositions which can be empirically tested, and conclude with implications of the study, limitations of the proposed model and research directions for future investigations. (shrink)

Psychopathy is typically seen as a trait that is undesirable in any context, including the workplace. But several authors have suggested that people high in psychopathy might possess resources that preserve their ability to perform well in stressful contexts. We consider the possibility that primary psychopathy is adaptive—for the employee, if not for the organization—under conditions of abusive supervision. In particular, we draw from the multimotive model of interpersonal threat and the theory of purposeful work behavior to argue (...) that high primary psychopathy individuals possess characteristics that enable them to experience higher levels of well-being and lower levels of anger than their peers under abusive supervisors. Based on a scenario study and a time-lagged field study, we found support for a model in which abusive supervision moderates the relationships between primary psychopathy and positive work-related outcomes, such that these relationships are positive under conditions of abusive supervision and either diminished or negative under conditions of low abusive supervision. Abusive supervision also affected the relationship between primary psychopathy and anger in the field study such that high primary psychopathy individuals were less angry under more abusive supervisors. Thus, there appears to be some credence to the notion of a “psychopathic advantage” in that primary psychopaths do have access to greater psychological resources than their peers under abusive supervision. However, these findings also suggest that abusive supervisors may empower employees with characteristics that hold strong potential to damage the organization and its stakeholders. (shrink)

The original version of this article was corrected: Figures 5 and 6 were updated.

Drawing upon conservation of resources theory, we develop and test a theoretical model that specifies how and when employee humor toward leaders affects leader abusive supervision. We propose that employee humor is negatively associated with leader abusive supervision via leader relational energy. Furthermore, the negative indirect relationship between employee humor and leader abusive supervision via leader relational energy is stronger for female leaders than for male leaders. An experiment and a multi-wave, multi-source field study (...) provide substantial support for our hypotheses. Our findings contribute to the abusive supervision literature by identifying employee humor as a safe and effective bottom-up approach to prevent leader abusive supervision. (shrink)

Narcissists often attain leadership positions, but at the same time do not care for others and often engage in unethical behaviors. We therefore explored the role of leader narcissism as an antecedent of abusive supervision, a form of unethical leadership. We based our study on the narcissistic admiration and rivalry concept (NARC) and proposed a direct positive effect of leaders’ narcissistic rivalry—the maladaptive narcissism dimension—on abusive supervision. In line with trait activation and threatened egotism theory, we (...) also proposed a moderated mediation assuming that leaders high in narcissistic rivalry would be particularly prone to showing abusive supervision in reaction to followers’ supervisor-directed deviance, as this form of follower behavior would threaten their self-esteem. We conducted a field study with leader–follower dyads (Study 1) and an experimental vignette study with leaders (Study 2). Leaders’ narcissistic rivalry was positively related to abusive supervision (intentions) in both studies. This effect was independent of followers’ supervisor-directed deviance and leaders’ perceived self-esteem threat. We discuss our findings in light of the NARC, as well as threatened egotism theory, and offer directions for future research. Finally, we make practical recommendations for organizations. (shrink)

PurposePrevious studies on cyberloafing focus on individual and organization factors, ignoring the situation of employes as the event observers. Drawing on affective events theory, the present study proposed a theoretical model for the relationships among peer abusive supervision, negative affectivity, cyberloafing, and hostile attribute bias, which aims to bridge the above research gap.MethodologyMultiwave data of 355 employes from 8 service-oriented companies in Southwest China supported our model. Time-lag method and critical incident techniques were introduced during the data collection (...) stage. Ordinary least squares regression and bootstrapping method were employed for hypothesis test.FindingsThe empirical results indicated that peer abusive supervision was positively related to third party’s cyberloafing, and the third party’s negative affectivity plays a mediating role among the above relationships. In addition, the third party’s hostile attribution bias moderated the mediating role of third party’s negative affectivity. Specifically, the effect of peer abusive supervision on third party’s negative affectivity and the mediating effect of this negative affectivity were stronger when the third party’s hostile attribution bias was higher.OriginalityDrawing on AET, the current study constructed a process model of third party’s cyberloafing reactions to peer abusive supervision, which helps explain the affective mechanism and the boundary conditions of the above “events-affectivity-behavior” path. Our model is a positive response to previous scholars’ calls for research of abusive supervision from multiple perspectives. Meanwhile, the current study explored the antecedent variable of cyberloafing from the perspective of event observers, which provides a theoretical basis for follow-up-related research. Thirdly, this study further expanded the theoretical boundaries of AET. (shrink)

Whereas past research on the trickle-down diffusion of abusive supervision has demonstrated that abused supervisors often translate the abuse that they experience from their managers downward to their followers, we examine the active involvement of abused supervisors through leading in a more principled and positive manner. Adopting the sociofunctional perspective on emotions, we propose that supervisors who feel contempt for their abusers and are morally attentive will be motivated to morally differentiate themselves from perpetrators by treating their subordinates (...) with greater, rather than less, interpersonal justice. Four studies, including two survey-based studies and two scenario-based experiments, based on data collected in China and the United Kingdom show consistent evidence supporting the overall moderated mediation model. Theoretical and practical implications are discussed. (shrink)

The last two decades have seen a mounting fascination with unethical and destructive forms of leadership. Yet, do we know what all encapsulates this “dark” side of leadership? Despite initial evidence that exploitation is a notable addition to the unethical leadership scene, our understanding of its distinctiveness as well as of how and why it exerts its negative effects is limited. We speak to this gap by testing the distinct mechanisms through which exploitative leadership—relative to the more popular counterpart, (...) class='Hi'>abusive supervision—affects followers. Borrowing from the aggression literature, we describe exploitative leadership and abusive supervision as varying forms of aggression that undermine followers’ satisfaction with the leader via altered experiences of their social exchange relationship. Our theoretical model proposes that abusive supervision, as an inherently interpersonal provocation, primarily implicates followers’ emotional experiences within the social exchange process. By contrast, given its inherent focus on self-interest, exploitative leadership is assumed to affect followers primarily through the cognitive understanding of the social exchange. Results from multiple studies using different samples, measures, and research designs provide general support for our predictions. In sum, the evidence emerging from our data shows that exploitative leadership is not a symptom of construct proliferation but rather, adds cumulative knowledge to the field of unethical and destructive leadership. (shrink)

Business Ethics, the Environment & Responsibility, EarlyView.