You Abuse and I Criticize: An Ego Depletion and Leader-Member Exchange Examination of Abusive Supervision and Destructive Voice (original) (raw)
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The Journal of applied psychology, 2015
Drawing from moral exclusion theory, this article examines outcome dependence and interpersonal liking as key boundary conditions for the linkage between perceived subordinate performance and abusive supervision. Moreover, it investigates the role of abusive supervision for subordinates' subsequent, objective work performance. Across 2 independent studies, an experimental scenario study (N = 157; Study 1) and a time-lagged field study (N = 169; Study 2), the negative relationship between perceived subordinate performance and abusive supervision was found to hinge on a supervisor's outcome dependence on subordinates but not on a supervisor's liking of subordinates. Furthermore, Study 2 demonstrated (a) a negative association between abusive supervision and subordinates' subsequent objective performance and (b) a conditional indirect effect of perceived performance on subsequent objective performance, through abusive supervision, contingent on the degree of outcome dep...
Abusive Supervision: Group-Level Perception and Retaliation
Global Social Sciences Review, 2020
Prior research provides various views on subordinates' workplace deviated behavior as retaliation against supervisory abuse, the effect of abusive supervision (AS) on subordinates as a group and their interpersonal relations gets poor attention. Grounded on the social exchange theory, the present study presents a model where a group of subordinates exhibits seemingly opposite discretionary behaviors in integration to combat supervisory abuse. In particular, this study posits that subordinates who experience abuse from the same supervisor form a group. This group bond provides them with enough power to involve in deviant behavior against their supervisor and supervisor's favored coworkers. Multiple source data were collected, and linear hierarchal regression in addition to process macro methodology was used for data analysis. Findings support the mediation hypotheses partially.
Making nice or faking nice? Exploring supervisors’ two‐faced response to their past abusive behavior
Personnel Psychology, 2020
Although extant research has shown that abusive supervision is a destructive and immoral form of leader behavior, theory provides conflicting perspectives on how supervisors respond to their own abusive behavior. We therefore draw upon and integrate moral cleansing theory and impression management and construction theory to explore whether and when supervisors engage in genuine reparations or impression management following episodes of abusive behavior. Results taken from a 3‐week, experience sampling study of supervisors suggest support for the impression management path; following episodes of abusive behavior, supervisors higher on symbolized moral identity become more concerned with their image, and thus engage in increased ingratiation, self‐promotion, and exemplification toward their subordinates. In contrast, we found no support for the genuine, moral cleansing path. This study thus extends knowledge regarding supervisors’ responses to their own abusive behavior, challenging t...
The Journal of applied psychology, 2018
Building on identity theories and social learning theory, we test the notion that new leaders will model the abusive behaviors of their superiors only under certain conditions. Specifically, we hypothesize that new leaders will model abusive supervisory behaviors when (a) abusive superiors are perceived to be competent, based on the performance of their teams and (b) new leaders' ideal leadership self-concepts are high on tyranny or low on sensitivity. Results of an experiment in which we manipulated abusive supervisory behaviors using a professional actor, and created a role change where 93 individuals moved from team member to team leader role, generally support our hypotheses. We found the strongest association between abuse exposure and new leader abuse under conditions where the abusive superior's team performed well and the new team leaders' self-concepts showed low concern for others. (PsycINFO Database Record