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The purpose of this paper is to propose a moderated mediation model wherein abusive supervision predicts subordinate’s stress and turnover intentions through Psychological Capital (PsyCap). Leader–member exchange (LMX) moderates the abusive supervision-outcome relationship through PsyCap.

Two wave data were collected from 1,193 full-time employees across organizations in India.

Results suggest that abusive supervision is significantly related to intention to quit and perceive stress, and this relationship is partially mediated by PsyCap. The findings from the moderated mediation analysis revealed that the mediation of PsyCap was moderated by LMX such that at the higher levels of LMX, the mediation effect of PsyCap on workout comes became stronger.

As the study did not cover all sectors, the results of this study should be interpreted with caution.

Embedded in the conservation of resources theory, this study adds to the knowledge of how abusive supervision and LMX jointly affect PsyCap, turnover intentions and perceived stress. The results of this study indicate that abusive supervision exerts its influence on work-related outcomes and highlights the importance of taking the quality of relationship (LMX) with supervisor and personal resources into consideration when making sense of the influence of abusive supervision with employee outcomes. The study extends the current research stream of abusive supervision research to one of the underrepresented developing Asian countries, India.

Drawing upon the conservation of resources theory, this study investigates the recursive relationship between abusive supervision and service performance and the moderating role of coworker support in this recursive relationship.

This study tests the model using moderated cross-lagged analysis with a three-wave longitudinal data from 146 hospitality employees who were working and studying in hospitality.

Results support the recursive relationship: abusive supervision impairs service performance and employees with low service performance provoke abusive supervision. Coworker support mitigates the lagged effect between abusive supervision and service performance and that between service performance and abusive supervision.

Hospitality organizations should have a zero-tolerance policy toward abusive supervision. Employees who would like to avoid abuse should improve their service performance and seek coworker support.

This study uses a novel analytical approach to examine the recursive relationship between abusive supervision and service performance. It provides evidence on the bidirectional causal relationship and sheds light on how employees can avoid getting abused. This study is also one of the first studies that examine the moderating role of coworker support on the effect of service performance on abusive supervision.

Using the lenses of social exchange and reactance theories, this study examines the relationships between abusive supervision and both turnover intentions and job satisfaction. The moderating role of employee depression in the relationship between abusive supervision and these specific work outcomes is also investigated, by incorporating the conservation of resources theory.

Quantitative data were collected from a sample of 221 frontline retail employees, across shopping malls in the Caribbean nation of Trinidad. A 3-step multiple hierarchical regression analysis was performed to test the relationships.

The findings provided support for the propositions that abusive supervision predicts job satisfaction and turnover intentions, respectively. Employee depression moderated the relationship between abusive supervision and job satisfaction but did not moderate the relationship between abusive supervision and turnover intentions.

While existing research has explored the relationships between abusive supervision, job satisfaction and turnover intentions, limited studies have investigated the moderating role of employee depression. This study contributes to understanding this pervasive workplace issue by investigating a relatively unexplored moderating effect.

Previous research indicates that employees reciprocate for abusive supervision by withholding discretionary organizational citizenship behaviors (OCBs). The purpose of this paper is to investigate the boundary conditions of the negative relationship between abusive supervision and OCBs, by investigating time and money (dyadic duration and pay satisfaction) as potential moderating variables to the abusive supervision‐OCBs relationship.

A sample of 357 bank employees in Kazakhstan was used to test hypotheses.

Results indicate that the negative relationship between abusive supervision and OCBs is more pronounced when employees have been supervised by a particular manager for a longer period of time, as well as when employees are less satisfied with their level of compensation.

Limitations include the use of cross‐sectional data and the possibility of common method bias.

Satisfaction with pay as a moderator may suggest additional costs associated with abusive supervision, as employees may demand higher salaries when working for abusive supervisors. Additionally, dyadic duration as a moderator may suggest that abusive supervisor behaviors over time lead individual employees to withhold more and more OCBs.

Organizational cultures can be adversely affected by reactions to abuse, and abusive supervision represents a growing social problem that may necessitate legislation to protect workers.

This paper contributes to the literature by suggesting that employees appear more willing to withhold OCBs in longer‐term dyadic relationships, and employees' positive satisfaction with pay appears to lessen the negative relationship between abusive supervision and OCBs. Additionally, this study explores abusive supervision using a non‐western sample.

This study investigated the relationship between principals' abusive leadership and teachers' intrinsic and extrinsic motivations, exploring the potential moderating effects of the duration of the relationship and group size within educational settings.

Data were collected from a sample of teachers in Bahrain, using self-report measures. The data were analyzed using regression analyses.

The findings reveal a significant negative relationship between principals' abusive leadership and teachers' intrinsic and extrinsic motivations. The results also show that the duration of the relationship moderates the correlation between abusive leadership and teachers' extrinsic motivation, with teachers who have been in longer relationships with their principals showing greater resistance to the detrimental effects of abusive leadership on their extrinsic motivation. Group size was found to moderate this correlation, with larger groups exhibiting stronger buffering against the negative effect of abusive leadership.

The findings provide valuable insights into the dynamics of abusive leadership in educational settings and the potential moderating factors that can help alleviate its detrimental effects on teachers' motivations.

The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious dysfunctional effects of abusive supervision climate in teams. Team conflict, which is often a signal for dysfunctional relationships in teams, has however received limited attention. To contribute to this line of research, this study develops and tests a theoretical model on the role of team mindfulness in understanding the link between abusive supervision climate and task, process, and relationship conflict.

To test the theoretical model, this study collected and analyzed two-wave time-lagged data from 499 employees in 92 teams.

The results showed that abusive supervision climate aggravated task conflict and process conflict via diminishing levels of team mindfulness. Abusive supervision climate also exacerbated relationship conflict, but the effects did not occur via a decrease in team mindfulness.

While it may not always be possible to prevent the development of an abusive supervision climate in workplaces, other interventions may prevent conflict in teams with abusive leaders. As indicated by the findings, task conflict and process conflict may be reduced if teams are high on mindfulness. Interventions that stimulate team mindfulness might thus improve collaboration in teams with abusive leaders.

This research offers novel insights regarding how abusive leaders might instigate conflict within teams. Specifically, through the unique perspective of mindfulness, the authors are able to offer new insights into how abusive supervision climate affects task, process and relationship conflict. This study offers a novel, yet important, lens to examine how conflict occurs in teams.

The purpose of this paper is to explore how leaders' emotional intelligence (EI) influences subordinates' trust and to examine the roles played in the process by abusive supervision (a negative leadership) and leader‐member exchange (LMX) (a positive leadership).

According to revelations in the case of Foxconn's jumping events and LMX theory, this paper argues that low levels of leaders' EI affect their subordinates' perception of abusive supervision and tends to cause their mistrust of employers in return, further damaging the employer‐employee relationship. Tension will develop or be intensified among such relationships as time evolves and relationship length extends. A superior‐subordinate matching questionnaire survey was conducted among enterprises in Shenzhen, China. About 202 valid samples were eventually collected. The data were analyzed through correlation analysis, regression analysis, CFA, EFA and SEM using SPSS and LISREL.

The EI of superiors has a significant positive impact on the personal trust between subordinates and superiors, in which both abusive supervision and LMX play a partial mediating role; and the relationship length of superiors and subordinates plays a moderating role between LMX and affective trust.

The paper advises that when selecting leaders, more emphasis should be placed on EI, and managers should be trained to improve their emotional skills.

The paper extends the research on the antecedent and consequence variables of abusive supervision in Chinese enterprises, discussing both positive and negative leadership.

The purpose of this study is to analyze the relationship between abusive supervision and knowledge hiding. The study also examines the mediating role of distrust in the relationship between abusive supervision and knowledge hiding.

The procedure used in the study is a systematic literature review covering abusive supervision, knowledge hiding, distrust from 1994 to 2021. The studies were explored using the keyword search such as, “abusive supervision,” “knowledge hiding” and “distrust” from the selected databases including Emerald, ScienceDirect, EbscoHost and Google Scholar.

The study found that abusive supervision is positively related to knowledge hiding and distrust mediates the relationship between abusive supervision and knowledge hiding. The study also proposes procrastination as one of the dimensions of knowledge hiding.

The study is an attempt to uncover a series of relationships between abusive supervision, knowledge hiding and distrust, which may enhance academic discussion and also offer clarity to the conceptualization of these two fields.

This paper aims to explore the mechanism underlying the relationship between abusive supervision differentiation (ASD) and team performance. The moderating roles of inter-team and intra-team competitive climate are also examined.

This research collects data from 419 employees and 71 supervisors from hospitals and financial companies in China. Techniques include descriptive statistics and hierarchical multiple regression are applied to analyze the data.

This research finds that (1) team relationship conflict mediated the relationship between ASD and team performance and (2) intra-team competitive climate strengthened the indirect relationship between ASD and team performance through team relationship conflict.

The results indicate that organizations should take measures to minimize the occurrence of abusive supervision. Team leaders should increase self-control and avoid abusing employees. Furthermore, organizations should establish an open and fair reward and punishment system to avoid cutthroat competition.

This study advances our knowledge of how ASD results in poor team effectiveness. This contributes to the literature by identifying team relationship conflict as a mediating mechanism linking the negative association of ASD with team performance. Additionally, competitive climate enriches the individual-focused team-level model of abusive supervision.

While integrating resource drain theory with ego depletion theory, this paper aims to understand the mechanism underlying the relationship between research supervisors’ interrole conflicts and their supervisees’ reactions. Specifically, this paper makes a case for supervisors’ ego depletion and supervisees’ perception of abusive supervision to mediate the relationship between supervisors’ work and family conflicts and supervisees’ satisfaction with research supervision.

The study uses data collected in three waves from 306 research supervisees (Level 1) nested in 100 research supervisors (Level 2), involved in MS/PhD research theses at different Pakistani universities.

Based on multilevel modeling, the study finds that supervisors’ interrole conflicts negatively predict supervisees’ satisfaction with supervision. Moreover, supervisors’ ego depletion and supervisees’ perception of abusive supervision mediate the above relationship, both singly and serially. Notably, supervisors’ family–work conflict predicts supervisees’ satisfaction with supervision more negatively than work–family conflict.

This study is unique in that unlike previous research studies on abusive supervision which used victimization approach the present study uses the perpetration approach.