How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective |
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| Authors: | Stefan Thau Rebecca J. Bennett Marie S. Mitchell Mary Beth Marrs |
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| Affiliation: | 1. Organizational Behavior Subject Area, London Business School, Regent’s Park, London NW1 4SA, UK;2. Department of Management and Information Systems, Louisiana Tech University, USA;3. Department of Management, University of Nebraska, USA;4. College of Business, University of Missouri, USA |
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| Abstract: | Based on uncertainty management theory [Lind, E. A., & Van den Bos, K., (2002). When fairness works: Toward a general theory of uncertainty management. In Staw, B. M., & Kramer, R. M. (Eds.), Research in organizational behavior (Vol. 24, pp. 181–223). Greenwich, CT: JAI Press.], two studies tested whether a management style depicting situational uncertainty moderates the relationship between abusive supervision and workplace deviance. Study 1, using survey data from 379 subordinates of various industries, found that the positive relationship between abusive supervision and organizational deviance was stronger when authoritarian management style was low (high situational uncertainty) rather than high (low situational uncertainty). No significant interaction effect was found on interpersonal deviance. Study 2, using survey data from 1477 subordinates of various industries, found that the positive relationship between abusive supervision and supervisor-directed and organizational deviance was stronger when employees’ perceptions of their organization’s management style reflected high rather than low situational uncertainty. |
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| Keywords: | Abusive supervision Workplace deviance Uncertainty management theory Authoritarian management style Uncertainty perceptions Management style |
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