When victims become culprits: The role of subordinates’ neuroticism in the relationship between abusive supervision and workplace deviance

Drawing upon the General Aggression Model, we examined the role of subordinates’ neuroticism in strengthening the relationship between abusive supervision and workplace deviance. Results revealed that Time 1 abusive supervision was positively related to Time 2 personnel records of workplace deviance measured 18 months later. Further, subordinates’ neuroticism moderated this relationship. Specifically, there was a stronger positive relationship between abusive supervision and workplace deviance for employees with high as opposed to low levels of neuroticism. These findings highlight the need to account for the role of individual differences in influencing subordinates’ responses to supervisor hostility. Theoretical and practical implications are discussed.     

Abusive supervision and subordinate supervisor‐directed deviance: The moderating role of traditional values and the mediating role of revenge cognitions

This study examined the link between abusive supervision and subordinate supervisor‐directed deviance by focusing on the moderating role of traditionality and the mediating role of revenge cognitions directed towards supervisors. The results of analysing 283 supervisor–subordinate dyads in six private electronic companies and 222 supervisor–subordinate dyads in two state‐owned oil and gas companies in the People's Republic of China showed that abusive supervision was positively related to revenge cognitions directed towards supervisors and to supervisor‐directed deviance. In addition, traditionality moderated the above relationships such that they were stronger among low traditionalists than among high ones, while revenge cognitions mediated the main effect of abusive supervision and the interactive effect of abusive supervision and traditionality on supervisor‐directed deviance.     

辱虐管理的应对及预防：正念的自我调节作用

辱虐管理, 作为负性领导的典型代表, 对员工的心理、行为和绩效乃至组织的发展均会产生显著负性影响。因此, 如何有效应对和预防辱虐管理是学者和管理实践者共同关注的课题。基于自我调节理论, 以正念为切入点, 系统考察正念在员工应对辱虐管理负性影响以及预防上司辱虐管理行为发生中的作用。一方面, 采用情境实验、大样本问卷调查和干预实验检验员工正念和正念训练对上司辱虐管理影响员工负性情绪、偏差行为和绩效的调节作用; 另一方面, 采用日志研究考察上司正念对辱虐管理行为的抑制作用, 并进一步通过干预实验来验证上司正念训练不仅可以预防辱虐管理行为的发生, 而且还可以随之改善员工的负性情绪、偏差行为和绩效。预期研究成果将有助于深入理解正念在辱虐管理研究中的作用, 推进辱虐管理应对和预防研究的发展, 同时对组织制定相关的培训计划起到一定参考作用。     

Discrete emotions linking abusive supervision to employee intention and behavior

Drawing on appraisal theories of discrete emotions, we propose and test a model in which abusive supervision directed toward oneself and toward work unit peers (coworker abusive supervision) are interactively related to generalized feelings of shame, anger, and fear. These discrete emotions, in turn, tend to precipitate distinct responses that do not directly target the supervisor. We tested our hypotheses with a three-wave, time-lagged survey of 285 full-time workers from 55 work units. Consistent with our theorizing, supervisory abuse was associated with stronger feelings of shame while at work when the abusive supervision reported by one's coworkers was lower (vs. higher), whereas abuse had a stronger association with anger when coworkers also perceived relatively high levels of abuse. The distinct action tendencies associated with shame and anger are related to employees engaging in less voice behavior and more interpersonal deviance, respectively, and fear is related to higher turnover intentions. We discuss the study's implications for theory development concerning abusive supervision.     

Coping with Abusive Supervision: the Neutralizing Effects of Perceived Organizational Support and Political Skill on Employees’ Burnout

While research into the antecedents of burnout has steadily grown, the relationship between abusive supervision and burnout remains largely unknown. In addition, we know little about the contingencies under which abusive supervision may be related to employees’ burnout. This study aims to examine the contingency side of the abusive supervision-burnout relationship by addressing the exploratory question of whether perceived organizational support and individual differences in political skill play moderating roles in the abusive supervision-burnout relationship. The present article developed a model and tested it with data from a sample of 248 supervisor–subordinate dyads. We hypothesized and found that (1) Abusive supervision was positively associated with burnout; (2) the positive relationship between abusive supervision and burnout was moderated by the employees’ perceived organizational support in such a way that the relationship was weaker for employees who perceive higher rather than lower organizational support; (3) the positive relationship between abusive supervision and burnout was moderated by the employees’ political skill in such a way that the relationship was weaker for people with high, rather than lower level of political skill.     

Religiousness,collectivism, and helping behavior: The invigorating role of abusive supervision

IntroductionVoluntary helping behaviors are important for spurring organizational effectiveness.ObjectivesThis study investigates how employees’ religiousness and collectivism might enhance their propensity to help their peers on a voluntary basis, as well as how this relationship might be invigorated by the presence of abusive supervision.MethodsSurvey data were collected from employees and their supervisors in Pakistan-based organizations. The hypotheses were tested with hierarchical regression analysis.ResultsReligiousness relates positively to helping behavior, and this relationship is stronger when employees experience abusive supervision, possibly because their religiousness motivates them to protect their colleagues against the hardships created by such a resource-draining leadership style. Although collectivism does not have a direct significant relationship with helping behavior overall, abusive supervision invigorates this relationship.ConclusionFor organizations seeking to increase voluntary work behaviors, the results show that religiousness and collectivism are two personal resources that can enhance an organizational culture that promotes collegiality and mutual support, particularly when employees believe that their supervisors are hostile to followers and abuse their leadership positions.     

Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs

In this study, the authors examine the relationship between abusive supervision and employee workplace deviance. The authors conceptualize abusive supervision as a type of aggression. They use work on retaliation and direct and displaced aggression as a foundation for examining employees' reactions to abusive supervision. The authors predict abusive supervision will be related to supervisor-directed deviance, organizational deviance, and interpersonal deviance. Additionally, the authors examine the moderating effects of negative reciprocity beliefs. They hypothesized that the relationship between abusive supervision and supervisor-directed deviance would be stronger when individuals hold higher negative reciprocity beliefs. The results support this hypothesis. The implications of the results for understanding destructive behaviors in the workplace are examined.     

Abusive supervision,leader-member exchange,and moral disengagement: A moderated-mediation model of organizational deviance

This paper draws from social exchange theory and social cognitive theory to explore moral disengagement as a potential mediator of the relationship between abusive supervision and organizational deviance. We also explore the moderating effect of leader-member exchange (LMX) on this mediated relationship. Results indicate that employees with abusive supervisors engaged in moral disengagement strategies and subsequently in organizational deviance behaviors. Additionally, this relationship was stronger for those higher in LMX. Important implications for management research and practice are discussed.     

Does taking the good with the bad make things worse? How abusive supervision and leader–member exchange interact to impact need satisfaction and organizational deviance

We integrate and extend past work on self-determination theory and mixed relationships, or relationships characterized by both conflict and support, to address the question of how abusive supervision promotes subordinate organizational deviance. In so doing, we propose a mediated moderation model wherein abusive supervision and leader–member exchange interact to predict organizational deviance, with psychological need satisfaction mediating the effect of the interaction on organizational deviance. This hypothesized model was supported with multi-wave data collected from 260 employees. Notably, our model was supported after controlling for justice perceptions and organizational social exchange as alternative mediators. Theoretical and practical implications are discussed.     

下属越轨创新对主管阻抑的影响——地位威胁感和权威主义取向的作用

主管阻抑作为一种相对隐蔽的负性领导行为,会潜移默化地削弱下属的绩效表现。有鉴于此,探索主管阻抑的发生机制,能够帮助我们更好地预防主管阻抑。本研究基于125份两时间点的上下级配对数据,探讨了下属越轨创新对主管阻抑的影响机理。结果表明:下属越轨创新会诱发主管阻抑,主管的地位威胁感在此过程中起部分中介作用;此外,主管权威主义取向对下属越轨创新与地位威胁感之间的正向关系具有显著的强化效应。     

Aggressive reactions to abusive supervision: the role of interactional justice and narcissism

In this study, we explore personality and situational conditions in which negative leadership - specifically, abusive supervision - is associated with aggressive behavior in subordinates. That is, we examine the role that interactional justice and narcissism play in an employee's decision to respond aggressively to an abusive supervisor. We demonstrate that interactional justice mediates the relationship between perceptions of abusive supervision and subsequent employee aggression. In addition, we demonstrate that narcissism interacts with interactional justice perceptions to predict workplace aggression. We find that individuals with high levels of narcissism are the employees who are most likely to respond aggressively when they interpret their leader's behavior as abusive.     

组织内领导越轨行为研究：概念、诱因与结果

领导越轨行为是指领导者在工作场所中故意违反重要的组织规范的行为。通过整合分析组织内越轨行为和领导行为两个领域的相关研究发现, 领导越轨行为的诱因大致包括个体因素(个性特征、个体知觉和人口学变量)和情境因素(组织文化、工作特征和人际影响)两类, 并且主要通过社会比较、社会心理和社会交换三条路径进一步影响下属的工作绩效。未来研究应从行为客体(组织-人际)和行为动机(利己-利他)两个角度对领导越轨行为的内涵进行纵深拓展, 并进一步考察不同诱因的交互影响以及领导越轨行为的作用机制。     

Effects of abusive supervision on employees’ innovative behavior: The role of job insecurity and locus of control

Drawing on the Conservation of Resources Theory by Hobfoll, we examined the relationships between abusive supervision, job insecurity, locus of control, and employees’ innovative behavior. Using self‐reported data collected from employees among four enterprises in China (N = 641), we found that abusive supervision was positively correlated with job insecurity. In contrast, both job insecurity and abusive supervision were negatively correlated with employees’ innovative behavior, with the impact of abusive supervision on innovative behavior being mediated by its effect on job insecurity. Having an external locus of control that served as a buffering factor for employees, mitigating the relationship between abusive supervision and job insecurity. These findings complement the existing research on the impacts of abusive leadership, providing practical information for enterprises on how to enhance levels of innovation and vitality among employees.     

领导职业支持对组织公民行为的影响:心理资本的作用

本研究探讨领导职业支持对工作团队成员组织公民行为的影响机制,研究采用问卷调查法,以10个地市的66个工作团队303名成员为调查对象,在控制被试的教育程度、工作经验及人口统计学变量之后,运用多层线性模型分析领导职业支持与团队成员心理资本及其组织公民行为的关系。结果发现：（1）领导职业支持对团队成员心理资本和组织公民行为有积极促进作用;（2）无论在团队层次还是员工层次,领导职业支持对成员组织公民行为有积极促进作用,成员心理资本在二者之间起完全中介作用。     

辱虐管理与员工表现：传统性与信任的作用

研究辱虐管理对员工表现包括任务绩效和组织公民行为的影响,并探讨员工对主管的信任和员工传统性在以上影响过程中所起的中介及调节作用。以北京6家电子制造企业中匹配的283名员工和112名主管为研究对象,层级回归分析表明：辱虐管理会破坏员工对上级主管的信任,继而降低任务绩效水平和组织公民行为;传统员工对辱虐管理的耐受力更强,相对于非传统员工,传统员工较少因为上级主管的辱虐管理而降低其对主管的信任。     

管理者大五人格与心理契约违背对辱虐管理的影响:基于特质激发理论的实证分析

基于特质激发理论探讨管理者人格特质和心理契约违背对实施辱虐管理的影响,并进一步分析了管理者人格特质与心理契约违背之间的交互作用对辱虐管理的影响。以213份两轮时点的配对问卷为样本,通过多元线性回归方法进行实证检验,结果表明:(1)管理者的亲和力对辱虐管理有显著的负向作用,而神经质则对辱虐管理有显著的正向作用;(2)管理者心理契约违背对辱虐管理有显著的正向影响;(3)心理契约违背不但调节了管理者亲和力与辱虐管理之间的负向联系,还调节了神经质与辱虐管理之间的正向联系。     

The relationship between psychological contract breach and employee deviance: The moderating role of hostile attributional style

This study investigated the main effects and the interaction effects of psychological contract breach and hostile attributional style on employee deviance (i.e., interpersonal deviance and organizational deviance). Data were collected from 233 employees and their supervisors in eight electronic companies in Taiwan. Results demonstrate that psychological contract breach related positively to both interpersonal and organizational deviance. Psychological contract breach did not have a stronger effect on organizational deviance than on interpersonal deviance. Hostile attributional style had interactive effects on the relationships between psychological contract breach and the two forms of employee deviance. Specifically, the higher the hostile attributional style, the stronger the positive relationship between psychological contract breach and employee deviance. This study contributes to the existing literature on reactions to psychological contract breach. We discuss theoretical and practical implications of the study results and future research directions.     

Abusive Supervision from an Integrated Self‐Control Perspective

We investigate the relationship between supervisors’ irritation and follower perceptions of abusive supervision. Based on the integrated self‐control framework, we propose a positive relationship between supervisor irritation and abusive supervision. Moreover, we propose this relationship to be buffered by supervisors’ self‐control capacities and by external monitoring of the supervisor by upper management. We tested our hypotheses in a two‐source survey study with 96 supervisor‐follower dyads. Our results show a positive relationship between supervisor irritation and abusive supervision and an interaction between supervisor irritation and supervisor self‐control. The interaction pattern revealed a positive relationship between supervisor irritation and abusive supervision if supervisor self‐control is low. We also found an interaction between supervisor irritation and external monitoring in predicting active but not passive forms of abusive supervision. Our findings underline the role of self‐control processes in explaining abusive supervision.     

When distress hits home: the role of contextual factors and psychological distress in predicting employees' responses to abusive supervision

We developed a model of the relationships among aggressive norms, abusive supervision, psychological distress, family undermining, and supervisor-directed deviance. We tested the model in 2 studies using multisource data: a 3-wave investigation of 184 full-time employees (Study 1) and a 2-wave investigation of 188 restaurant workers (Study 2). Results revealed that (a) abusive supervision mediated the relationship between aggressive norms and psychological distress, (b) psychological distress mediated the effects of abusive supervision on spouse undermining, (c) abusive supervision had a direct positive relationship with supervisor-directed deviance, (d) the positive relationship between psychological distress and spouse undermining was stronger for men as opposed to women, and (e) employees engaged in relationship-oriented occupations reported greater levels of abusive supervision and psychological distress. Implications for theory and practice are discussed.     

Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis

We conducted a two-study examination of relationships between abusive supervision and subordinates’ workplace deviance. Consistent with predictions derived from power/dependence theory, the results of a cross-sectional study with employees from three organizations suggest that abusive supervision is more strongly associated with subordinates’ organization deviance and supervisor-directed deviance when subordinates’ intention to quit is higher. The results also support the prediction that when intention to quit is higher, abusive supervision is more strongly associated with supervisor-directed deviance than with organization-directed deviance. These results were replicated in a second study, a two-wave investigation of people employed in a variety of industries and occupations.