Supervisor undermining and submissive behavior: Shame resilience theory perspective |
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Institution: | 1. Faculty of Management Sciences, International Islamic University, Islamabad, Pakistan;2. School of Arts and Social Science, Memorial University of Newfoundland, Canada |
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Abstract: | This study investigates the underlying mechanism between supervisor undermining and employee submissive behavior by proposing and testing a serial mediation moderation model. We suggest shame and selfcriticism as an explanatory mechanism between supervisor undermining and submissive behavior, and employee resilience as a coping mechanism between feelings of shame and self-criticism. We employed Shame Resilience Theory to explain the proposed model that states how supervisor undermining triggers shame among victim subordinates, which turns into self-criticism and ultimately manifests as submissive behaviors. We tested our proposed model on 251 responses from service sector employees in a time-lagged (four intervals) design. We examined different alternative models to test the serial mediation model. The results proved that supervisor undermining leads to employee submissive behavior and shame, and self-criticism serially mediates this relationship. The moderation hypothesis was also proved. Limitations and future research directions along with theoretical and practical implications are given at the end. |
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Keywords: | Supervisor undermining Shame Self-criticism Submissive behavior Resilience Shame Resilience Theory |
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