The Role of Implicit Leadership Theory in Employees’ Perceptions of Abusive Supervision

Abstract

Abusive supervision is associated with many detrimental consequences. In this theory-review chapter, we extend the abusive supervision literature in two ways. First, we argue that more attention needs to be given to the emotion contagion processes between the leader and followers. More specifically, leaders’ negative affect can lead to followers’ experiences of negative affect, thereby influencing followers’ perception of abusive supervision. Second, we explore how employees draw upon their cognitive prototypes of an ideal leader or Implicit Leadership Theories (ILTs) to evaluate leader behaviors. In this regard, we argue that ILTs can influence the (negative) emotional contagion process between the leaders’ negative affect and followers’ perception of abusive supervision. In our proposed model, leaders’ expressions of negative affect, via emotional contagion, influence followers’ negative affect, perception of abusive supervision, and two behavioral responses: affect- and judgment-driven. The negative emotional contagion process between the leader and followers also differs depending on followers’ susceptibility to emotional contagion and their ILTs. We conclude by discussing the theoretical and practical implications of our model.

Citation

Nguyen, H., Ashkanasy, N.M., Parker, S.L. and Li, Y. (2018), "The Role of Implicit Leadership Theory in Employees’ Perceptions of Abusive Supervision", Individual, Relational, and Contextual Dynamics of Emotions (Research on Emotion in Organizations, Vol. 14), Emerald Publishing Limited, Leeds, pp. 119-138. https://doi.org/10.1108/S1746-979120180000014014