Abusive supervisory reactions to coworker relationship conflict |
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| Authors: | Kenneth J Harris Paul Harvey K Michele Kacmar |
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| Institution: | aIndiana University Southeast, School of Business, 4201 Grant Line Road, New Albany, IN 47150, USA;bManagement Department, Whittemore School of Business and Economics, University of New Hampshire, USA;cDepartment of Management and Marketing, Culverhouse College of Commerce and Business Administration, 143 Alston Hall, Box 870225, The University of Alabama, Tuscaloosa, Alabama 35487-0225, USA |
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| Abstract: | 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. |
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| Keywords: | Abusive supervision Coworker relationship conflict Multi-level |
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