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The purpose of this research is to investigate if employees possessing good political skill face less abusive behavior from their supervisors. Moreover, the gender of the subordinate has been tested as a moderator between political skill and abusive supervision. Cultural and social factors prevailing in the research settings of Pakistan provide an ideal situation to test the relationship between political skill and abusive supervision.

The data were collected from 178 employees representing different sectors of Pakistani industry. To test the relationship between political skill and abusive supervision, simple linear regression was run and moderation was tested using PROCESS macro.

From the analysis, the major findings prove that political skill lessens abusive supervision. Moreover, due to the cultural settings, male subordinates use political skill more proficiently to avoid abusive supervision as compared to female subordinates.

The study suggests that in order to maintain harmony in the work environment, employees must learn political skill to avoid abusive supervision. Moreover, females must be given more chances to utilize their political skill to get positive outcomes.

This study fills up a significant gap in the literature, as there is scarce literature available that investigates the relationship between political skill and abusive supervision, specifically in Pakistan.

This study aims to investigate the differential roles of self-esteem and co-rumination in the mediated relationship between abusive supervision and knowledge hiding via psychological safety.

The study used a three-wave time-lagged design and data were collected from 388 full-time employees in India.

The results show that psychological safety mediated the impact abusive supervision had on knowledge hiding. Further, this impact was weakened by higher self-esteem as employees with higher self-esteem were less affected by the impact of abusive supervision on psychological safety and knowledge hiding; but this impact was amplified by more co-rumination as employees who co-ruminated more were also more affected by abusive supervision in psychological safety and knowledge hiding.

A cross-sectional design and the use of self-reported questionnaires are a few limitations of this study.

This study took a purposeful deviation from the traditional path of organizational justice to the study of abusive supervision and psychological safety and endeavored an alternate route, one of resource conservation. Further, employees have diverse reasons that heighten or dampen their inclination to hide knowledge from others in the workplace. The study examines co-rumination and self-esteem as possible boundary conditions.

In a replication of a multi-source study by Xu et al., the authors examined whether leader-member exchange (LMX) mediates the relationship between abusive supervision and employee work behaviors, more specifically task performance, organizational citizenship behaviors toward the organization (OCBO), and toward other individuals (OCBI). Moreover, the authors also examined whether LMX mediates this relationship when the authors focus on the two dimensions of abusive supervision, that is active-aggressive and passive-aggressive abusive supervision.

The authors collected multi-source data in order to minimize common method bias. The authors conducted regression analyses, Sobel tests, and bootstrapping techniques.

The authors found support that LMX mediates the negative relationship between abusive supervision and OCBO and OCBI. However, the authors could not replicate the mediating role of LMX in the association between abusive supervision and employees' performance. Similar results were obtained when the data were analyzed with the active-aggressive and passive-aggressive abusive supervision subscales.

Due to the cross-sectional nature of the study, this study does not allow the authors to draw causal conclusions regarding the proposed relationships.

The authors replicated Xu et al.'s findings in a European context with a different sample and different measures for LMX, performance, and OCBI. The authors conducted bootstrapping analyses in order to control for the skewed distribution of abusive supervision. The authors explore whether the proposed relations still stand with regard to active-aggressive and passive-aggressive abusive supervision.

The purpose of this paper is to examine how relative abusive supervision (i.e. team member’s perceived abusive supervision as compared with the team mean) influences team member’s job attitudes through the mediating role of relative leader–member exchange. This study also explores the cross-level moderating roles of team-level abusive supervision and team-level leader–member exchange (LMX) in the process.

This study used two-wave data from 1,479 employees in 145 work teams, and tested a cross-level moderated mediation model using multilevel structural equation modeling.

Results demonstrate that the negative indirect effects of relative abusive supervision on job satisfaction and team affective commitment through relative LMX are stronger when team-level abusive supervision is low rather than high.

Integrating LMX theory with a relative deprivation perspective, this study conceptualizes and operationalizes relative abusive supervision, develops an individual-within-group model of abusive supervision’s consequences in teams and demonstrates a cross-level moderating effect of team-level abusive supervision in buffering relative abusive supervision’s negative consequences.

Based on the conservation of resources theory, the purpose of this paper is to investigate the linkage between abusive supervision (a workplace stressor) and subordinate’s intention to quit by focusing on the mediating role of emotional exhaustion. The study also explores the conditional mediation model by testing the moderational role of perceived coworker support on the mediated abusive supervision-intention to quit relationship via emotional exhaustion.

To test the proposed hypotheses, the study draws data from 382 healthcare employees working in several hospitals and clinics in the eastern and north-eastern states of India. The authors collected data on the predictor and criterion variables at two time points with a separation of three to four weeks in a reversed order to counter priming effect.

The findings of the study reported that emotional exhaustion partially mediated the abusive supervision-intention to quit relationship. The result also supported the assertion that perceived coworker support will moderate the relationship between abusive supervision and subordinate’s intention to quit. The authors also found support to the moderated mediation hypothesis, that suggest perceived coworker support will reduce the mediating effect of abusive supervision-intention to quit relationship via emotional exhaustion.

This study is among few empirical investigations to investigate and report the interactional effect of perceived coworker support (a buffer) on the indirect relationship between abusive supervision and subordinate’s intention to quit via emotional exhaustion.

The purpose of this paper is to examine the association between abusive supervision and knowledge hiding behaviors. The authors further investigate how abusive supervision is linked with knowledge hiding behaviors, and why some subordinates, unlike others, tend to engage in more knowledge hiding behaviors in response to abusive supervision. The authors propose that interpersonal justice mediates the relationship between abusive supervision and knowledge hiding behaviors, and that Islamic work ethics (IWE) weaken the hypothesized relationship between abusive supervision and knowledge hiding behaviors.

The data were gathered in three time lags from 224 respondents working in the hospitality industry of Pakistan.

The results reveal that the abusive supervision is positively associated with a knowledge hiding behaviors. This relationship is mediated by perceptions of interpersonal justice, but the IWE moderated this relationship such that in the presence of high levels of IWE, the impact of abusive supervision on knowledge hiding behaviors is weak.

Employees’ values and beliefs can serve as a safeguard against reactions to abusive supervision. The impact of abusive supervision on employees’ behaviors may be minimized by building their ethical values around Islamic principles.

To the best of the knowledge, this is the first study to examine the relationship between abusive supervision and knowledge hiding behaviors. The authors integrate displaced aggression and social exchange theory with the IWE literature to offer new insights in-to the mechanisms and boundary conditions associated with the relationship between abusive supervision and knowledge hiding behaviors.

The vast majority of research on traditional leadership focuses on effective and positive leadership behavior. However, scholars have begun to pay attention to the impact of negative leadership behavior on employees and the organization. Hence, the main purpose is to examine the effects of abusive supervision. While the literature does not examine the time future orientation of the effects of abusive supervision, the purpose of this paper is to fill up this gap and examine the moderating role of future orientation.

A total of 584 valid questionnaires were collected from respondents aged between 21 and 30 years old and analyzed using the hierarchical regression and structural equation modeling method.

The main results show that abusive supervision positively affects counterproductive work behavior and future orientation positively moderates both the relationship between abusive supervision and originality behavior and the relationship between abusive supervision and organizational citizenship behavior (OCB).

This study demonstrates the moderating roles of future orientation in the effects of abusive supervision, and thus deepens the understanding of the moderating effect. It departs from the prior works and presents a more detailed examination examines the distinct dimensions of personality traits. It makes three main theoretical contributions. First, it introduces uncertainty management theory as a means to interpret the effects of abusive supervision. Second, it contributes to the literature on abusive supervision. Third, it does not lead to discovery as an OCB and originality, conclusions which differ from the results suggested in past literature.

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.

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

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.

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.

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.

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 aims to examine the impact of leaders’ abusive supervision on employees’ work engagement in the health sector. The study further examined the interactive effect of leaders’ abusive supervision and employees’ proactive personality on work engagement via employees’ silence.

Data were collected from 343 health workers in five hospitals in Ghana. The Hayes Process Macro and AMOS were used to analyse mediation, moderation and moderated-mediation relationships

The study findings indicate that leaders’ abusive supervision has a detrimental impact on employees’ work engagement. The study further found that employees’ silence did not mediate the relationship between abusive supervision and work engagement. Employees’ proactive personalities positively moderated the relationship between abusive supervision and employees’ silence.

This study advances understanding of how perceived leaders’ abusive supervision affects health workers’ work engagement. This study contributes to the literature by confirming employees’ silence as a pathway linking abusive supervision to work engagement. The study further identifies employees’ proactive personality as a moderating variable in the relationship between abusive supervision and employees’ silence.