Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis |
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| Authors: | Bennett J Tepper Jon C Carr Denise M Breaux Sharon Geider Changya Hu Wei Hua |
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| Institution: | 1. Department of Managerial Sciences, J. Mack Robinson College of Business, Georgia State University, Atlanta, GA 30302-4014, United States;2. Department of Management, Neeley School of Business, Texas Christian University, Fort Worth, Texas 76129, United States;3. Department of Management, College of Business Administration, Florida State University, Tallahassee, Florida 32306, United States;4. Department of Sociology, Criminal Justice, &; Anthropology, Texas Christian University, Fort Worth, Texas 76129, United States;5. Department of Business Administration, National Chengchi University, Taipei 116, Taiwan;6. Department of Organizational Behavior and Human Resources, Lee Kong Chian School of Business, Singapore Management University, Singapore |
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| Abstract: | 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. |
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| Keywords: | Abusive supervision Intention to quit Workplace deviance Power/dependence |
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