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1 – 3 of 3Ashley 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, workaholism) and…
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.
Details
Keywords
Neal M. Ashkanasy, Charmine E. J. Härtel and Wilfred J. Zerbe