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Article
Publication date: 1 February 1993

Emily Bassman and Manuel London

Discusses abusive management – extreme behaviours that canresult in a subordinate or work group being plagued by uncertainty,anxiety, and fear. Examines the prevalence of the…

1198

Abstract

Discusses abusive management – extreme behaviours that can result in a subordinate or work group being plagued by uncertainty, anxiety, and fear. Examines the prevalence of the problem and its implications for management development, in terms of both the development of abused employees and the control of the abuser. Describes abusive behaviours, considers some likely antecedents of workplace abuse, examines subordinates′ reactions to abuse, and suggests ways organizations can diffuse or prevent these behaviours through management development.

Details

Leadership & Organization Development Journal, vol. 14 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 1 September 2014

Hwanwoo Lee and Teri Elkins

One organizational phenomenon in which emotions undoubtedly emerge is that of abusive supervision. To date, however, very little research has examined emotional responses…

Abstract

One organizational phenomenon in which emotions undoubtedly emerge is that of abusive supervision. To date, however, very little research has examined emotional responses associated with perceptions of abuse by supervisors. If subordinates believe that responsibility for abuse does not fall on the abusive supervisors but on the organization itself, they might think the abuse is uncontrollable or unintentional on the part of the supervisors. This attribution shift may result in feelings of sympathy toward the supervisor. In this chapter, we suggest that such responses are likely to occur when subordinates are under no-escape conditions. This circumstance can lead subordinates to forgive their supervisor and retaliate against their organization.

Details

Individual Sources, Dynamics, and Expressions of Emotion
Type: Book
ISBN: 978-1-78190-889-1

Keywords

Article
Publication date: 25 March 2021

Treena Gillespie Finney, R. Zachary Finney and John G. Roach III

This study investigates whether subordinates who rate their managers higher on narcissism are also more likely to view their managers as abusive. In particular, the study explores…

Abstract

Purpose

This study investigates whether subordinates who rate their managers higher on narcissism are also more likely to view their managers as abusive. In particular, the study explores the extent to which managers whom subordinates rate higher on narcissism use certain behaviors (self-promotion and unpredictability) that mediate the relationship between narcissism and perceived abuse.

Design/methodology/approach

Survey participants (n = 949) rated their most-destructive manager in terms of self-promotion, unpredictability, narcissism and abusiveness. A bootstrap analysis assessed the positive, mediating effects of leader self-promotion and unpredictability on the narcissism–abuse relationship.

Findings

Degree of perceived supervisor narcissism predicted subordinates' perceptions of abusive supervision. However, the supervisor's self-promotion activities and unpredictability fully mediated this relationship.

Research limitations/implications

This study identifies perceived narcissism as an antecedent of abusive supervision and identifies two mediators relevant to subordinates' perceptions of abuse. Using multiple methods and multiple sources, the authors recommend that scholars identify additional mediators. Further research should consider variables such as gender, organizational culture and occupational status.

Practical implications

Findings highlight how subordinates connect supervisor narcissism to abuse; this allows human resource practitioners to better predict and address subordinates' perceptions of their managers and to design interventions for improving supervisors' behaviors.

Originality/value

This study helps in explaining destructive leadership by empirically examining perceptions of narcissism as a driver of abusive supervision. Also, the study reveals the characteristics of narcissistic managers that impede productive relationships with subordinates.

Details

Journal of Management Development, vol. 40 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 14 March 2016

Jeremy Brees, Mark Martinko and Paul Harvey

– The purpose of this paper is to investigate whether employees’ personalities are associated with their perceptions of abusive supervision.

3617

Abstract

Purpose

The purpose of this paper is to investigate whether employees’ personalities are associated with their perceptions of abusive supervision.

Design/methodology/approach

In total, 756 working adults provided data. Subjects’ began by taking personality assessments and then received a performance evaluation via a video role-play. Subjects then provided their perceptions of how abusive the supervisor was. The data were analyzed with regression analysis.

Findings

The results illustrated that respondents’ hostile attribution styles, negative affectivity, trait anger, and entitlement were positively and significantly associated with perceptions of abusive supervision.

Research limitations/implications

The results imply that judgments of supervisory abuse and interventions to ameliorate the negative consequences associated with abusive supervision should consider subordinates’ characteristics.

Originality/value

This study controlled supervisor behavior via a video vignette to assess how multiple subordinates’ perceive the same supervisor behavior. This study contributes to a more complete understanding of how personality is associated with perceptions of abusive supervision.

Details

Journal of Managerial Psychology, vol. 31 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 August 2003

Joseph Blase and Jo Blase

This article, the first empirical study of its kind, presents findings from a larger qualitative study of principal mistreatment of teachers. A grounded theory method was used to…

3197

Abstract

This article, the first empirical study of its kind, presents findings from a larger qualitative study of principal mistreatment of teachers. A grounded theory method was used to study a sample of 50 US teachers who were subjected to long‐term mistreatment from school principals. The authors discuss descriptive, conceptual, and theoretical findings about principals’ actions that teachers define as mistreatment. In addition, the inductively derived model briefly looks at the harmful effects of principal mistreatment and abuse on teachers, psychologically/emotionally and physically/physiologically. Implications of study findings are discussed for administrator and teacher preparation, for school district offices, and for further research.

Details

Journal of Educational Administration, vol. 41 no. 4
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 8 June 2012

Hong Lu, Wenquan Ling, Yuju Wu and Yi Liu

The purpose of this paper is to explore the fundamental content and structure of destructive leadership within the Chinese cultural context, through surveys of employees in…

1480

Abstract

Purpose

The purpose of this paper is to explore the fundamental content and structure of destructive leadership within the Chinese cultural context, through surveys of employees in Chinese organizations.

Design/methodology/approach

Methodologies such as documentary analysis, interview and survey were used in the study, and surveys were conducted on over 1,300 employees from Beijing, Shanghai and other cities in Guangdong and Zhejiang provinces. Then the content and structure of destructive leadership perceived by Chinese employees were examined using multiple statistical techniques including EFA (exploratory factor analysis) and CFA (confirmatory factor analysis).

Findings

The results of the survey showed that destructive leadership in Chinese organizations consists of four factors: corruption, excoriation of subordinates, abuse of subordinates and the loss of professional morality. The authors then compared the structure with relevant Western research findings and revealed their similarities and differences.

Practical implications

The structure of Chinese destructive leadership not only reflects the characteristics of Chinese culture, but also reflects the characteristics of current Chinese organizational management, which have practical implications for identifying management problems in Chinese organizations and improving workplace leadership behavior.

Originality/value

This is the first paper of its kind in mainland China to empirically explore the theoretical model of destructive leadership within the context of Chinese culture, which will facilitate future research by offering a theoretical basis and research instrument.

Article
Publication date: 2 March 2021

Changyu Wang, Jiaojiao Feng and Xinze Li

Previous research suggests that abusive supervision has a positive effect on subordinates’ behaviors of knowledge hiding. However, the authors argue that this effect depends on…

1103

Abstract

Purpose

Previous research suggests that abusive supervision has a positive effect on subordinates’ behaviors of knowledge hiding. However, the authors argue that this effect depends on the level of team abusive supervision differentiation. Drawing on the conservation of resources (COR) theory and social comparison theory, this study tries to explain how the level of team abusive supervision differentiation, in conjunction with individuals' own experiences of abusive supervision, influences the focal subordinate's knowledge hiding from their colleagues.

Design/methodology/approach

The paper addresses a sample of 412 employees nested in 73 groups and tests an original model using structural equation modeling.

Findings

Results show that abusive supervision would indirectly promote subordinates' knowledge hiding toward coworkers via emotional exhaustion, and team abusive supervision differentiation has a positive moderating effect on the above indirect relationship.

Practical implications

Human resource management (HRM) practices should be used to reduce abusive supervision both at individual and team level and minimize employees' emotional exhaustion, thereby affecting knowledge hiding from coworkers.

Originality/value

Results show that whether a subordinate's experience of abusive supervision leads to knowledge hiding via emotional exhaustion depends on the level of team abusive supervision differentiation. This finding adds to the literature about abusive supervision and knowledge hiding.

Details

Management Decision, vol. 59 no. 12
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 28 November 2023

Haizhen Wang, Li-qun Wei and Ruoyong Zhang

Despite the literature on subordinates' destructive responses to abusive leadership, an emerging body of literature proposes that subordinates may react constructively to abusive…

Abstract

Purpose

Despite the literature on subordinates' destructive responses to abusive leadership, an emerging body of literature proposes that subordinates may react constructively to abusive supervision under certain conditions. The authors contribute to this line of research by proposing and testing the moderating effects of performance-approach and -avoidance goal orientation on the relationship between abusive supervision and task performance, and by testing work effort as a mechanism underlying this moderating effect.

Design/methodology/approach

The study hypotheses were tested in two studies. In Study 1 (field survey, N = 230), the moderation hypotheses were tested. Study 2 (experiment, N = 116) extended Study 1 and examined the mediated moderation model.

Findings

The study empirical evidence from the two studies showed that (1) abusive supervision was more positively related to an employee's task performance when that employee's performance-approach goal orientation was high (vs low), (2) abusive supervision was not more positively related to task performance when performance-avoidance goal orientation was high (vs low) and (3) the employee's work effort mediated the moderating effect of performance-approach goal orientation.

Practical implications

This research suggests that organizations and subordinates should be aware of the positive contextual role of performance-approach goal orientation, which may shape subordinates' subsequent work behavior in response to supervisors' hostility, and should invest more time and effort in reinforcing subordinates' performance-approach goal orientation.

Originality/value

This study has identified a new condition and offers new evidence of the potential functional effect of abusive supervision. Specifically, the study finding of the positive moderating role of performance-approach goal orientation adds to the literature examining when abused subordinates respond constructively to abusive supervision. The study analysis of the mediating effect of work effort further reveals the mechanism of this effect.

Details

Journal of Managerial Psychology, vol. 39 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 6 November 2017

Sajeet Pradhan and Lalatendu Kesari Jena

Several studies have investigated the harmful effects of abusive supervision on subordinates’ behaviour and performance, including their intention to quit. However, there is a…

1259

Abstract

Purpose

Several studies have investigated the harmful effects of abusive supervision on subordinates’ behaviour and performance, including their intention to quit. However, there is a conspicuous dearth of empirical studies testing the deleterious interpersonal relationship, especially in Indian organizations. The purpose of this study is to explore the moderating role of meaningful work as a neutralizer in mitigating the pernicious effect of abusive supervision on subordinates’ turnover intention.

Design/methodology/approach

Data were collected from software professionals working in several Indian IT companies through self-report questionnaires (n = 227), using a time-lagged design on two occasions (span between T1 and T2 was three to four weeks).

Findings

The result confirms that abusive supervision is strongly related to subordinates’ intention to quit. Also, the study finds meaningful work to have a significant moderating effect on the relationship between abusive supervision and intention to quit.

Originality/value

The number of empirical studies exploring the pernicious effect of abusive supervision in Indian organizational context is almost negligible. In addition, the current study is among the few studies that have investigated the moderating effect of meaningful work on the relationship between abusive supervision and intention to quit.

Details

International Journal of Organizational Analysis, vol. 25 no. 5
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 26 October 2021

Eunji Huh and Eun-Suk Lee

Departing from previous research which shows that abusive supervision, as a salient job demand, induces detrimental employee outcomes, this study examines how to create…

Abstract

Purpose

Departing from previous research which shows that abusive supervision, as a salient job demand, induces detrimental employee outcomes, this study examines how to create constructive consequences of abusive supervision. To do so, the authors identify the boundary conditions to change the negative effect of supervisory abuse on employees’ work engagement in a positive direction. The authors examine the interactive moderating effect of a personal resource (i.e. positive causal attribution of abusive supervision) and a job resource (i.e. workplace friendship) on the relationship between abusive supervision and work engagement.

Design/methodology/approach

The authors used data from a two-wave survey of 697 full-time workers with a time interval of one month and conducted three-way interaction analyses to test their hypothesized model.

Findings

Abusive supervision increases employees’ work engagement when they make a positive causal attribution of abusive supervision (i.e. interpreting their abusive supervisor’s motives as promoting their job performance, rather than as intentionally harming them) and have favorable workplace friends.

Originality/value

The authors study offers a novel picture of abusive supervision by revealing that supervisory abuse can enhance employees’ work engagement when it is coupled with proper personal and job resources. In addition, this study highlights that in order to identify constructive effects of abusive supervision, it is critical to delve into the interaction between resources from these two domains to deal with abusive supervision.

Details

Management Decision, vol. 60 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

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