Abusive supervisory reactions to coworker relationship conflict

This study extends research on abusive supervision by exploring how supervisor reports of conflict with their coworkers are related to abusive behaviors and resulting outcomes. We utilize research on displaced aggression, conflict, and leader–member exchange (LMX) theory to formulate our hypotheses. Results from two samples of 121 and 134 matched supervisor–subordinate dyads support the idea that supervisors experiencing coworker relationship conflict are likely to engage in abusive behaviors directed toward their subordinates and that LMX quality moderates this relationship. Additionally, abusive supervision was associated with decreased work effort and organizational citizenship behaviors (OCB). Results also indicate that in both samples abusive supervision mediates the relationships between supervisor reports of coworker relationship conflict and OCB, and in one sample mediates the association between supervisor-reported coworker relationship conflict and work effort.     

Politics under abusive supervision: The role of Machiavellianism and guanxi

The study examines the relationships between abusive supervision, subordinates’ perceptions of organizational politics (POPs), and political behavior. The moderating roles of Machiavellianism (Mach) and guanxi in these relationships are also examined. Data were collected from 280 supervisor–subordinate dyads in a Chinese taxation bureau. Results indicate that, under abusive supervision, subordinates experienced heightened POPs and were more likely to engage in political behavior. Furthermore, the relationship between abusive supervision and POPs was stronger among low-Mach subordinates. Moreover, the relationship between POPs and political behavior is strongest among high-Mach individuals who have strong guanxi with their supervisor. The findings indicate that abusive supervision has important implications for political dynamics in an organization, and the political perspective serves as a meaningful theoretical lens to examine its impact.     

不打不成器:挖掘辱虐管理的正效应、负效应和净效应

辱虐管理一直是负面组织行为的研究热点,近年呈现一些新趋势,特别是在崇尚“不打不成器”的本土情境下,挑战视之为“绝对恶魔”的呼声渐起。理论创始人Tepper也呼吁进行更多的研究来比较与整合其正面和负面效应。摒弃已有研究忽视辱虐管理主观目的性的研究惯例,从概念本源出发,整合感知控制理论与有限控制理论双重线索,探讨了辱虐管理与下属绩效的倒U型关系及其成因。453份配对样本的Fieller法和J-N法检验结果支持了倒U型假设,并揭示辱虐管理对下属自我努力有凹型影响,较大程度上促进下属的纠偏努力,对自我损耗有凸型影响,加剧损耗;正负效应的叠加导致倒U型净效应出现。研究结果有助于深化辱虐管理影响机制研究,也有助于丰富和拓展非线性方法研究。     

A model of injustice,abusive supervision,and negative affect

In this study we test a model of workplace interactional injustice, abusive supervision, and subordinate outcomes (work–family conflict and job performance) using affect to explain behavior. In a sample of 200 full-time workers from various industries, their supervisors, and workers' family members, for a total sample of 600 respondents, we position state negative affect as the explanatory mechanism for both how supervisors' perceptions of injustice are associated with subordinates' perceptions of abusive supervision, and also how abusive supervision, in turn, may be associated with subordinates' job performance and their family members' perceptions of work–family conflict. Organizational justice theory underpins our model.     

Sins of the parents: Self-control as a buffer between supervisors' previous experience of family undermining and subordinates' perceptions of abusive supervision

Drawing upon social learning theory, the intergenerational transmission of violence hypothesis, and research on self-control, we develop a model of the relationships among previous experiences of family undermining, self-control, and abusive supervision. We tested the model with data obtained from supervisor–employee matched pairs in Study 1 and matched triads in Study 2. Results revealed that: 1) supervisors who experienced higher levels of family undermining (whether reported by the immediate supervisor or a sibling) during childhood are more likely to engage in abusive supervisory behaviors as adults; and 2) this relationship is moderated such that it is stronger for supervisors with low self-control. Overall, our results highlight the role of self-control in mitigating the impact of supervisors' previous experiences of family undermining on subordinate perceptions of abusive supervision, even after controlling for previously established antecedents.     

Perceived intent of supervisor as a moderator of the relationships between abusive supervision and counterproductive work behaviours

This study examined the relationship between perceived intent of supervisors and subordinates' counterproductive responses to abusive supervision. Data were collected in two waves approximately one month apart from 268 full-time employees from the United States and in various occupations. Two forms of perceived intent of abusive supervision were assessed: hostile intent (i.e. abuse believed to be intended to cause harm to the subordinate) and motivational intent (i.e. abuse believed to be intended to motivate good performance from the subordinate). In general, subordinates who reported greater frequency of abusive supervision of both types at Wave 1 were more likely to engage in counterproductive work behaviours (CWBs) at Wave 2 than those who reported less abuse. As hypothesized, abusive supervision was more strongly associated with CWBs when perceived hostile intent was high rather than low. Contrary to expectations, abusive supervision was also more strongly associated with CWBs when perceived motivational intent was high rather than low. Our findings show that abuse by supervisors can result in CWBs by subordinates even if those subordinates believe that the abuse is intended to be motivational.     

Righting a wrong: Retaliation on a voodoo doll symbolizing an abusive supervisor restores justice

When a subordinate receives abusive treatment from a supervisor, a natural response is to retaliate against the supervisor. Although retaliation is dysfunctional and should be discouraged, we examine the potential functional role retaliation plays in terms of alleviating the negative consequences of abusive supervision on subordinate justice perceptions. Based on the notion that retaliation following mistreatment can restore justice for victims, we propose a model whereby retaliation following abusive supervision alleviates the negative effect of abusive supervision on subordinate justice perceptions. In two experimental studies (Study 1 and 2), whereby we manipulated abusive supervision and subordinate symbolic retaliation—in particular, harming a voodoo doll that represents the abusive supervisor—we found general support for our predictions. Theoretical and practical implications are discussed.     

Abusive supervision and the entitled employee

We present two studies that examine the effects of psychological entitlement on employees' ratings of abusive supervision and their behavioral reactions to these perceptions. Study 1 indicated that entitlement was positively associated with ratings of abusive supervision. Perceived abuse was, in turn, associated with upward undermining behaviors and organizational deviance. In Study 2, we re-examined the hypothesized relationships using paired data from employees and their coworkers. The results replicated those from the first study and showed that entitled employees rated supervisors as more abusive than coworkers who shared the same supervisors. Although this variance is likely driven by a combination of perceptual distortion and actual abusive behaviors, the ultimate implication is that psychologically entitled employees are prone to feel that they are victims of abuse and to react in undesirable ways.     

Supervisor's HEXACO personality traits and subordinate perceptions of abusive supervision

Abusive supervision is detrimental to both subordinates and organizations. Knowledge about individual differences in personality related to abusive supervision may improve personnel selection and potentially reduce the harmful effects of this type of leadership. Using the HEXACO personality framework, we hypothesized that subordinates perceive leaders high on Agreeableness and Honesty-Humility as less abusive. In a sample of 107 unique supervisor-subordinate dyads that filled out the online questionnaire, we found that both Agreeableness and Honesty-Humility were negatively related to subordinate perceptions of abusive supervision. Our findings contribute to our understanding of the origins of abusive supervision and hopefully stimulate future research on supervisor personality and abusive supervision.     

辱虐管理、心理安全感知与员工建言

基于中国组织情境中辱虐管理对员工建言行为影响的研究,认为企业上级领导实施辱虐管理,首先会削弱员工的心理安全感,继而影响员工建言行为,心理安全感知是辱虐管理与员工建言之间的关系的中介。此外,研究结论还表明,辱虐管理对心理安全感知的削弱作用会受到员工不确定性规避特质的影响,对于高不确定性规避的员工而言,企业上级领导实施辱虐管理,此类员工感受到的"心理不安全"更强。最后,以来自新疆维吾尔自治区2家石化企业中的258名员工和102名上级领导的配对数据验证了以上理论假设。     

The moderating effect of political skill on the demographic dissimilarity — Leader–member exchange quality relationship

LMX theorists have long argued that similarity between supervisors and subordinates will lead to the development of higher quality leader–member exchange (LMX) relationships. However, studies that have examined the impact of similarity on these relationships have found mixed results, suggesting the need for examining moderators. The purpose of the present study was to examine the impact of subordinates' political skill on the relationship between supervisor–subordinate racial similarity/dissimilarity (RSD) and the quality of LMX relationships. The sample consisted of 189 participants in a retail service organization. The results indicate that political skill is a significant moderator, and plays a substantial role in LMX relationship quality for racially dissimilar supervisor–subordinate dyads. The strengths and limitations of the study, and directions for future research are discussed.     

上级辱虐管理对员工建言行为的影响——来自制造型企业的证据

探讨辱虐管理与建言行为之间的关系,并研究组织自尊和个性控制点在以上关系中的中介和调节作用。以广东省两家大型制造型企业410名下属和111名主管为配对样本,采用验证性因子分析对模型进行检验,运用回归分析方法分析辱虐管理对员工建言行为的影响及其机制,研究组织自尊在其中的中介作用以及员工个性控制点的调节作用。实证结果表明,辱虐管理对员工抑制性建言行为和促进性建言行为均有显著的负向影响,组织自尊在两者之间起到完全中介作用;员工个性控制点对辱虐管理与组织自尊之间的关系具有显著的调节作用,员工个性控制点水平越高(越内控),辱虐管理对组织自尊的负面影响越小;员工个性控制点水平越低(越外控),辱虐管理对组织自尊的负面影响越大。     

Evidence for a curvilinear relationship between abusive supervision and creativity in South Korea

Applying activation theory, this study examined the possibility of a curvilinear relationship between abusive supervision and employee creativity. Using survey responses of 203 subordinate–supervisor dyads in South Korea, hierarchical regression analyses demonstrated a curvilinear (inverted U-shaped) relationship between a supervisor's abusive behaviors and an employee's creative performance. Specifically, employees exhibited more creativity when abusive supervision was at a moderate level rather than at very low or very high levels. Implications for theory and practice are discussed.     

Putting non-work ties to work: The case of guanxi in supervisor–subordinate relationships

Traditional Western-based theories of supervisor–subordinate relationships tend to focus on social exchanges in the work domain while omitting potential exchanges that occur in the private domain. However, there are many contexts, particularly in transitional economies lacking strong bureaucratic work structures (e.g., China, Brazil), where personal exchanges outside of the work domain serve as a critical, binding fabric in the workplace. One such example is the indigenous Chinese concept of guanxi, which captures the personal ties between supervisors and subordinates and operates as a protective mechanism for subordinates and a loyalty-inducing agent for supervisors. Using 281 supervisor–subordinate dyads from China, we explored an important antecedent and consequences of guanxi while controlling for the parallel process of the traditionally work-focused construct leader-member exchange (LMX). Results suggest that although both guanxi and LMX mediate the effects of proactive personality on affiliative OCB (i.e., interpersonal facilitation), guanxi is more strongly related to challenging OCB (i.e., taking charge) and LMX is more strongly related to task performance.     

效忠主管与员工工作绩效的关系:反馈寻求行为和权力距离的影响

效忠主管一直是华人组织经久不衰的议题,尽管已有文献认为员工效忠主管有助于提升其工作绩效,然而关于效忠主管通过怎样的具体机制来影响员工工作绩效却并未得到系统的阐释。本文以14家企业的360名员工为样本,探讨了效忠主管对工作绩效的影响机制,尤其是研究员工反馈寻求行为在其中的中介作用及员工权力距离的调节作用。分析结果表明,效忠主管对员工工作绩效、反馈寻求行为都有显著的正向影响;反馈寻求行为在效忠主管与工作绩效关系中起完全中介作用。另外,员工的权力距离负向调节了效忠主管与反馈寻求行为的正相关关系,即员工的权力距离越低,两者的正向相关关系越强。     

When do subordinates commit to their supervisors? Different effects of perceived supervisor integrity and support on Chinese and American employees

While subordinates' commitment to the supervisor is highly desirable, the routes to achieve this might vary in different cultures. Drawing on the theories of leader–member exchange (LMX) and cultural logic, this study posits different interaction effects for subordinates' perceived supervisor integrity and support on commitment to the supervisor in cultures with different expectations of personal integrity. The results indicate that an additive effect can be observed for American subordinates: perceived supervisor support increases commitment to the supervisor to a greater extent when a high degree of supervisor integrity is also perceived. In contrast, a compensatory effect can be observed for Chinese subordinates: perceived supervisor support increases commitment to the supervisor more when a lower degree of supervisor integrity is perceived. Our findings shed light on cultural differences in the psychological mechanisms of employees' relationship with their supervisors. Theoretical and practical implications for the effectiveness of Asian leadership are discussed.     

The lion's share: The impact of credit expectations and credit allocations on commitment to leaders

In this paper we examine how the relationship between leaders' credit allocation behavior and subordinates' commitment to their leader is influenced by the fulfillment of subordinates' expectations (i.e., expecting one type of behavior and having that behavior occur). We predicted that subordinates would display less commitment to their leader when their leader took credit for the subordinates' work. However, based on expectancy violations and psychological contracts research, we also predicted that expectation fulfillment would moderate this relationship. In two experimental studies we found that the negative effects of leader credit taking on commitment to the leader were mitigated when the subordinate expected the leader to take credit. However, when subordinates expected to receive credit and did not, the negative impact of leader credit taking was enhanced. We discuss the implications of these results for both theory and practice.     

The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors

While much is understood about the outcomes of different leadership styles, less is known about the antecedents of leadership, particularly with regards to how leaders' own psychological well-being impacts leadership behaviors. Using conservation of resources theory as a framework, we investigated the relationship between leaders' depleted resources and their leadership behaviors. Conceptualizing depressive symptoms, anxiety, and workplace alcohol consumption as resource depletion, we predicted that depletion would be associated with lower levels of transformational leadership, and higher levels of abusive supervision, and when taken together, would further exacerbate these effects on leadership behaviors. In a study of 172 leader–subordinate pairs, leaders' depressive symptoms, anxiety, and workplace alcohol consumption separately predicted lower transformational leadership, and higher abusive supervision. Furthermore, partial support was found for an exacerbating effect on transformational leadership and abusive supervision.     

Not all leader–member exchanges are created equal: Importance of leader relational identity

Recent research by leadership scholars has emphasized the important role of follower self-identity. For example, leaders influence subordinate attitudes and behaviors by activating a collective identity level among their subordinates. We extend existing identity-based approaches by examining the relational identity level of leaders. Previous work has focused predominantly on followers (vs. leaders) and on collective (vs. relational) identity. Using data from two samples, we supported our hypothesis that leader relational identity moderates relationships of leader–member exchange (LMX) with subordinate task performance and citizenship behaviors. The nature of the interaction was such that the negative relationships of low-quality LMX with performance are mitigated when subordinates had supervisors with strong relational identities. These findings highlight the need to consider not only the identities of followers but those of leaders as well.     

The Influence of Abusive Supervisors on Followers' Organizational Citizenship Behaviours: The Hidden Costs of Abusive Supervision

In this paper, we identified an expanded array of mediators including interactional justice, organizational‐based self‐esteem, and the meaning of work, which link abusive supervision to two organizational citizenship behaviours – prosocial silence and prosocial voice. Data from 175 employee–supervisor dyads in the Philippines were collected. Results of structural equation modelling revealed that abusive supervision was significantly negatively associated with followers' perceptions of interactional justice, which in turn was negatively associated with supervisor‐rated prosocial voice behaviours. In addition, abusive supervision was negatively associated with followers' beliefs that they are engaged in meaningful work and with organizational‐based self‐esteem, which in turn negatively influenced self‐rated prosocial silence. The discussion focuses on the implications of the hidden costs of abusive supervision in organizations.