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1 – 10 of over 2000Ashley O’Donoghue, Edel Conway and Janine Bosak
This chapter investigates the relationship between abusive supervision and employee well-being (i.e., job satisfaction, engagement) and ill-being (i.e., burnout…
Abstract
Purpose
This chapter investigates the relationship between abusive supervision and employee well-being (i.e., job satisfaction, engagement) and ill-being (i.e., burnout, workaholism) and examines whether follower core self-evaluations (CSE) moderate this relationship.
Methodology/approach
The study uses cross-sectional survey data collected from 111 professional employees across a range of industry sectors.
Findings
Results show that abusive supervision is negatively related to employee well-being (i.e., engagement and job satisfaction) and positively related to employee ill-being, namely burnout. In addition, employees low in CSE are less engaged and less satisfied than employees high in CSE.
Research limitations/implications
The study’s cross-sectional design limits the strength of its conclusions.
Practical implications
This chapter notes the ethical and legal obligations of organizations to provide a safe working environment and identifies the policies and procedures that will signal a commitment to employee well-being.
Originality/value
The study contributes to the leadership and well-being literatures by exploring the influence of abusive leaders on follower well-being and engagement. It also goes beyond merely identifying correlations between leadership style and follower well-being outcomes to investigate how leader and follower attributes can combine to influence these outcomes.
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The present study contributes to the growing body of research on abusive supervision in school settings, particularly by principals. School leadership (principal) behavior…
Abstract
Purpose
The present study contributes to the growing body of research on abusive supervision in school settings, particularly by principals. School leadership (principal) behavior has been a topical issue for decades in educational research. This paper attempts to add to scholarly knowledge in the area of school leadership and specifically the effect of abusive school leadership on organizational productivity and organization citizen behavior. Put succinctly, the purpose of this paper is to examine the implications of abusive school leadership on school performance and teacher behavior. Abusive leadership is attributable to behavior that is deviant, antisocial and counter-productive and that which is uncivil.
Design/methodology/approach
In examining abusive school leadership behavior and its effect on school performance and teacher behavior, this conceptual paper draws heavily from an in-depth analysis of extant scholarship and uses Rawls theory of social justice as a conceptual tool. Social justice theorists believe that social institutions are embedded with immense responsibility of dispensing justice, fairness and equity.
Findings
Building from these relevant literatures and grounding the argument from the Rawlsian perspective of social justice, it can be argued that abusive school leadership perpetuates unfair and unjust practices toward teachers, which negatively affects performance. Literature reviewed convincingly indicates that abusive tendencies are practiced in school by school leadership. Further, these abusive practices negatively impact on the following: teacher productivity, teacher turnover and, finally, staff members’ well-being and health. The findings confirm that these practices perpetuate social injustice. Schools are social institutions and have to ensure that justice is served on all members of the organization, and, for this reason, Rawls (1971) argues that justice is the first virtue of social institutions.
Practical implications
The findings of this study have a number of important implications for future practice. It is critical in this study to suggest that in trying to deal with scourge, tougher measures need to be taken by various education departments to ensure that the problem is dealt with effectively. One of the interventions that is suggested is tougher policy positions on matters related to abusive leadership. In education departments that have legislation regarding consequences regarding abusive school leadership practices, tougher action should be taken against leadership which practice abuse.
Originality/value
School leadership is a highly contested research space and this conceptual paper is of great value because it adds to the already existing insights and understanding in abusive leadership in educational settings. This paper is of great significance because it focuses on the effect of abusive school leadership on teachers’ behavior and school performance.
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The purpose of this paper is to explore the relationship between psychological safety (PS) and employee retention (ER) when psychological empowerment (PE) is a mediator…
Abstract
Purpose
The purpose of this paper is to explore the relationship between psychological safety (PS) and employee retention (ER) when psychological empowerment (PE) is a mediator variable and abusive leadership is a moderating variable.
Design/methodology/approach
The study was conducted by receiving responses from managers and supervisors of the telecom industry. The sample size was 337. Standard questionnaires were used to collect data. Moderated mediation analysis was conducted to capture the differences on the effect of ER because of the presence of abusive leadership.
Findings
The findings of the study revealed that the abusive leadership moderates the relationship between employees PS and PE. The mediation effect of PE between PS and ER relationship was found to be significant. The relationship got weaker in the presence of high abusive leadership and stronger in the presence of low abusive leadership.
Practical implications
The paper discusses the drawbacks of abusive leadership on ER. Abusive leadership may bring immediate results. Employees may respond out of fear but would leave the organization as soon as they will get the opportunity.
Originality/value
The study on the abusive leadership is relatively less. The moderating role of abusive leadership on ER would add to the subject knowledge.
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Alison Starratt and Gina Grandy
The purpose of this paper is to develop a model of abusive leadership as experienced by young workers. Abusive leadership is understood to be subjective and as such this…
Abstract
Purpose
The purpose of this paper is to develop a model of abusive leadership as experienced by young workers. Abusive leadership is understood to be subjective and as such this research seeks to explore the experience of abusive leadership through a qualitative approach.
Design/methodology/approach
Drawing on interviews with 30 young workers who identified themselves as having a “bad” boss, this study employs a constructivist grounded theory approach in order to identify behaviours, moderators and outcomes of abusive leadership.
Findings
A definition and model of abusive leadership as experienced by young workers is proposed. The model details 11 behaviours, five moderators and six individual and two organizational outcomes of abusive leadership.
Originality/value
The adoption of a constructivist grounded theory approach reveals several unique factors that moderate the relationship between behaviors and outcomes of abusive leadership in young workers. By grounding the model in the actual experiences of young workers, the paper offers possibilities for future research on abusive leadership and young workers and across demographic groups.
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Research reported in this manuscript focuses on the relationship between trait suspicion and the perception of abusive supervision. Based on previous research, the authors…
Abstract
Purpose
Research reported in this manuscript focuses on the relationship between trait suspicion and the perception of abusive supervision. Based on previous research, the authors assume that suspicion is positively related to the perception of abusive supervision. The role implicit theories play in this relationship is examined.
Design/methodology/approach
Two studies are presented to examine the relationship between trait suspicion and the perception of abusive supervision as moderated by implicit leadership theories. The first study is a survey study, and the second study is an experimental vignette study.
Findings
Results of both studies indicate that suspicion is positively related to the perception of abusive supervision and that implicit leadership theories moderate the relationship between suspicion and the perception of abusive supervision.
Research limitations/implications
Results are interpreted in terms of biases in leadership perception as well as the reversing-the-lens perspective.
Originality/value
While there is progress in taking into account follower characteristics and the resulting perceptual biases in the study of constructive leadership phenomena such as transformational leadership, less is know about the follower perception aspect of destructive leadership phenomena. With this research, the authors extend research into the influence of follower characteristics on the perception of abusive supervision and also look at boundary conditions of this relationship by including implicit leadership theories as a moderator.
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Jan Schilling and Birgit Schyns
Research has overwhelmingly focused on the positive side of leadership in the past. However, research into negative aspects of leadership is picking up pace. This chapter…
Abstract
Research has overwhelmingly focused on the positive side of leadership in the past. However, research into negative aspects of leadership is picking up pace. This chapter will provide an overview of two prominent aspects of negative leadership, namely, abusive supervision and laissez-faire leadership. Research has shown that both types of leadership have significant negative consequences both for organisations as a whole as well as individual followers. Examples include lower job satisfaction, stress, as well as lowered performances and a higher likelihood of counter-productive work behaviour. Both abusive supervision and laissez-faire researchers acknowledge that these leadership styles take effect through the perception of followers. That is, they consider that the same behaviour can be interpreted differently by different followers and will, hence, lead to different follower-related outcomes. Abusive supervision and laissez-faire are, however, very different in terms of the actual leader behaviours described. While abusive supervision is a style that is actively destructive, laissez-faire is destructive via lack of support for followers' goal achievement. We end the chapter with an outlook for future research, notably an attempt to systematise future research into destructive leadership with respect to the different forms it can take.
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More than a decade of research on abusive leader behaviors suggests a consensus regarding its deleterious effects on employees’ contextual performance. Therefore, research…
Abstract
Purpose
More than a decade of research on abusive leader behaviors suggests a consensus regarding its deleterious effects on employees’ contextual performance. Therefore, research on how to cope with abusive leader behaviors is both theoretically and practically important. The purpose of this paper is to examine how individuals’ personality and appropriate coping strategy may jointly help in weakening the negative effects of abusive leader behaviors.
Design/methodology/approach
The study examines the relationship between social support coping strategy and agreeableness. Data collected from full-time employees and their reporting managers were used for analyses. Data were analyzed using moderated regression techniques followed by conditional indirect effects testing.
Findings
The study provides supports to the evidence that the relationship between abusive leader behaviors and contextual performance was weaker for employees high in agreeableness. Additionally, the use of social support coping strategy facilitated a negative relationship between abusive leader behaviors and contextual performance. Finally, the moderating effects of agreeableness were mediated by the use of social support coping strategy.
Research limitations/implications
The study contributes to theories of abusive supervision, personality and coping strategies. The results offer insights into the joint roles of personality and the social support coping strategy that may weaken the negative influence of abusive leader behaviors and contextual performance.
Practical implications
Human resource practitioners may benefit from formally institutionalizing social support through mentoring programs and informally through “buddy” programs for newly joined employees, to understand the organization culture and voice their concerns.
Originality/value
While most studies on abusive leader behavior focused on the deleterious effects, this study is one of the few that explores the role of coping strategy while dealing with abusive leader.
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Thomas H. Stone and I.M. Jawahar
This paper aims to offer a new leadership perspective based on the premise that leader effectiveness depends on the context in which leadership behaviors are enacted.
Abstract
Purpose
This paper aims to offer a new leadership perspective based on the premise that leader effectiveness depends on the context in which leadership behaviors are enacted.
Design/methodology/approach
Literature in the areas of abusive supervision and leadership were reviewed. Using social learning and attribution theories, this study develops propositions regarding the role of perceived abusive supervision in high vs low-intensity organizations.
Findings
In this theoretical account, this paper distinguishes between low and high-intensity work organizational contexts articulating a rationale for conditions appropriate for directive leadership. This paper posits that while directive leadership will be more prevalent in high-intensity contexts, it will be specifically targeted toward poor performers, those with personality characteristics that are tied to poor performance and those engaging in deviant behaviors. This study proposes that outcomes of directive leadership will depend on how it aligns with organizational norms and culture and the causality attributed to such behaviors.
Research limitations/implications
Recent leadership theories focus on nurturing and providing support to followers. This paper posits that such theories are suited to low-intensity organizations. This study offers a counterintuitive perspective in proposing that directive leadership which involves inducing stress, will lead to better outcomes in high-intensity organizational contexts. This paper offers testable propositions and avenues for future research on directive leadership in high-intensity organizational contexts.
Practical implications
Based on the premise that leadership is context-dependent, this study proposes that directive leadership is best suited in high-intensity organizational contexts, which is a novel proposal. Even within these high-intensity contexts, such leadership, this paper proposes will be targeted toward poor performers and employees with characteristics that are tied to poor performance and violation of organizational norms.
Social implications
Examination of the role of directive leadership in high intensity, clan culture organizations may facilitate understanding that effective leadership styles may differ depending upon the organization context.
Originality/value
Based on the premise that leadership is context-dependent, this study presents a novel proposal that directive leadership is most suited to high-intensity organizational contexts. Even within these high-intensity contexts, such leadership, this paper posits will be targeted toward poor performers and employees with personality characteristics associated with poor and deviant performance.
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Talat Islam, Aiman Asif, Saqib Jamil and Hafiz Fawad Ali
This study aims to investigate how abusive supervisor affects knowledge hiding (KH). Specifically, this study investigates employee silence as a mediating mechanism…
Abstract
Purpose
This study aims to investigate how abusive supervisor affects knowledge hiding (KH). Specifically, this study investigates employee silence as a mediating mechanism between abusive supervision and employees’ KH. Further, psychological ownership is examined as a buffer between abusive supervision and employee silence.
Design/methodology/approach
KH has become a major issue for both manufacturing and service sectors. Therefore, this study collected data from 322 employees working in manufacturing and service sectors through “Google Forms” during COVID-19. The respondents were contacted through LinkedIn platform between January and July 2021.
Findings
This study noted that when employees working in high-power distance cultures perceive their leaders/supervisors as abusive, they avoid confrontation and engage in silent behavior, which positively affects their KH behavior. However, employees with a high level of psychological ownership are less likely to respond to their abusive supervisors through silence because such employees feel a greater sense of belongingness and prefer to benefit their organization.
Research limitations/implications
This study used a cross-sectional design that restricts causality. However, the findings of this study suggest management to focus on leadership style to minimize KH at the workplace.
Originality/value
To the best of the authors’ knowledge, this study is the first to explore the underlying mechanism (employee silence) and boundary condition (psychological ownership) to explain the association between abusive supervision and KH.
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Wenxing Liu, Pengcheng Zhang, Jianqiao Liao, Po Hao and Jianghua Mao
Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of…
Abstract
Purpose
Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity.
Design/methodology/approach
The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection.
Findings
The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification.
Originality/value
This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.
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