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Employees’ bootlegging innovation behavior is common and plays an important role in enterprise management. Based on the resource conservation theory and self-regulation theory, the purpose of this study is to explore the influence mechanism of leaders’ abusive supervision on employees’ bootlegging innovation behavior, with psychological safety as a mediator and mindfulness at workplace as a moderator.

Survey data were gathered from 591 employees’ self-assessment questionnaires in China. Hierarchical regression analysis was used to test the research model through SPSS and AMOS.

This study found that the leaders’ abusive supervision negatively affects employees’ bootlegging innovation behavior; employees’ psychological safety completely mediates the negative effect of leaders’ abusive supervision on employees’ bootlegging innovation behavior; and mindfulness at work moderates the influence of leaders’ abusive supervision on employee’ bootlegging innovation behavior, as well as the influence of leaders’ abusive supervision on employees’ psychological safety.

This study has significant implications in passive leadership that affect employees’ innovation. Authors found that leaders’ abusive supervise, mindfulness at workplace play a crucial role in employees’ bootleg innovation through psychological safety.

Theoretically, this study has enriched the antecedent research on employees’ bootlegging innovation behavior from the perspective of negative leadership behavior and employee psychology. And this study considered mindfulness at workplace as a boundary condition.

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.

The purpose of this paper is to develop and test a research model that explores the interrelationships of employee recognition, job embeddedness (JE), knowledge sharing, service orientation and abusive supervision. Specifically, the model proposes that JE mediates the impact of recognition on knowledge sharing and service orientation, while abusive supervision moderates the indirect influence of recognition on knowledge sharing and service orientation via JE. The model also proposes that JE and knowledge sharing mediate the link between recognition and service orientation in a sequential manner.

Data were gathered from restaurant frontline employees in three waves in Ghana. The hypothesized links were gauged via structural equation modeling using Mplus 7.4.

The vast majority of the hypothesized relationships were supported by the empirical data. Specifically, JE mediated the impact of recognition on knowledge sharing and service orientation. JE and knowledge sharing sequentially mediated the impact of recognition on service orientation. Abusive supervision moderated the positive effect of recognition on JE and JE on knowledge sharing such that the effects were stronger among frontline employees with low levels of abusive supervision. In addition, abusive supervision moderated the indirect effect of recognition on knowledge sharing through JE. On the contrary, abusive supervision did not significantly moderate the linkage between JE and service orientation. This is also true for abusive supervision as a moderator of the indirect influence of recognition on service orientation via JE.

Management should not only focus on financial rewards but also consider non-financial rewards such as employee recognition. This is what is overlooked among practitioners. Therefore, restaurant managers/supervisors should use recognition mechanisms such as certificate of appreciation, plaque of honor and/or oral praises wherever possible to trigger employees’ JE, knowledge sharing and service orientation. Restaurateurs should also arrange training programs for supervisors to make them avoid practicing abusive supervision that would erode JE and knowledge sharing.

Evidence about the organizationally valued consequences of employee recognition in the hospitality literature is sparse. With this realization, this paper advances the current knowledge by gauging JE as a mediator between recognition and knowledge sharing and service orientation. Unlike other empirical pieces, JE and knowledge sharing as the sequential mediators of the effect of recognition on service orientation are tested. This paper advances the current knowledge base by assessing abusive supervision as a moderator concerning the previously mentioned linkages. This paper also contributes to the literature by gauging abusive supervision as a moderator of the indirect impact of recognition on knowledge sharing and service orientation via JE.

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.

The purpose of this paper is to test a mediated moderation model of the joint influence of abusive supervision, high-performance work systems (HPWSs) and organizational commitment and intention to leave on employee silence.

Data were collected from 456 employees and 78 human resource managers in 78 Chinese organizations.

The results revealed that abusive supervision led to subordinate silence, and HPWSs intensified this effect. In addition, such moderating effect of HPWSs was accounted for by employees’ organizational commitment and intention to leave.

To reduce the occurrence of employee silence, organizations should not only monitor and restrain abusive supervisory actions, but also be aware of subordinates’ work attitudes driven by organizational HPWSs.

This is the first study which demonstrates that HPWSs can foster employees’ organizational commitment and hinder their intention to leave and consequently strengthen the relation between abusive supervision and employee silence.

This study aims to investigate the abusive supervision climate as an antecedent abusive supervision and attempts to uncover underlying mechanisms that affects employees' behavioural outcomes in terms of their performance.

A framework embedded in social learning theory is developed and empirically tested using a time-lag research design. Data have been collected from 330 functional dyads of supervisors and followers using judgement sampling (from public hospitals in Pakistan) that have been identified and matched for drawing analysis and inferences.

The results indicate that abusive supervision does occur because of the hypothesized precursor (abusive supervision climate) and that the underlying mechanisms (fear) delineated in this research positively and significantly affect performance of employees. The added significance of the study is its relevance for practitioners with opportunities to manage the factors affecting supervision and its relationship with employees' outcomes through appropriate interventions to improve the behavioural outcomes.

The current study holds not only managerial and academic implications but also has economical and social implications. The findings of the study will help the supervisors and organisations understand how they become a source of their abusive behaviour. With the understanding of the root causes, they can encourage employees in developing mindfulness in recommendations which helps them build an internal capability to face external adversities. Policymakers will get insights into the underlying mechanisms of abusive supervision as well as problems they are facing with the employees. This understanding will help employers and employees in building internal control of employees improving their performance as well as mental health ultimately.

The study opens new avenues for further research with regard to the study of contextual, organisational and personal factors to mitigate abusive supervision as well as exploring additional moderators to lessen the relationship between abusive supervision and behavioural outcomes.

Previous studies have found that abusive supervision undermines employees' work motivation and attitudes, namely work engagement and job satisfaction. However, less is known about the mechanisms by which abusive supervision negatively relates to employees' work engagement and job satisfaction. Drawing on conservation of resources theory, this study examines employee silence as a mediating mechanism linking abusive supervision to employees' work engagement and job satisfaction.

Survey data were collected from a sample of 233 full-time employees of a large hotel service company in Taiwan. Structural equation modeling analyses were conducted to test the hypotheses.

The results showed that abusive supervision has a positive association with employee silence. Moreover, the results showed that employee silence mediates the negative associations of abusive supervision with employees' work engagement and job satisfaction.

The results suggest that organizational managers should provide supervisors with leadership interventions to prevent the occurrence of abusive supervision. Furthermore, organizational managers should provide employees with opportunities to voice their concerns through the use of organizational communication and participation, which can reduce employee silence and subsequently foster employee engagement and satisfaction at work.

This study advances our understanding of how abusive supervision results in poor work motivation and attitudes among employees. This contributes to the literature by identifying employee silence as a suitable mediating mechanism linking the negative associations of abusive supervision with employees' work engagement and job satisfaction.

Abusive supervision has been a prevalent issue in the workplace. This study aims to explore the consequences of abusive supervision on employee affective organizational commitment and general health in the hospitality industry and further explores the boundary conditions of employee assistance programs (EAPs).

The participants of this study were 231 frontline employees from the hospitality industry in Taiwan. Quantitative data was collected using questionnaires from two time periods separated by a two-week interval. The data was analyzed using PROCESS macro for SPSS.

The findings from this study suggested that abusive supervision have negative impacts on both subordinates’ affective organizational commitment and general health. As expected, perceived effectiveness of EAPs moderated the relationship between perceived abusive supervision and affective organizational commitment, whereas the moderating effect of perceived effectiveness of EAPs on the relationship between abusive supervision and employee general health was not significant.

The results of this study showed that EAP practices can mitigate the negative effects of abusive supervision. It is expected to encourage managers in the hospitality industry to minimize or even prevent abusive supervision. Further, the authors suggest organizations implement specific strategies in their EAPs to assist employees in coping with the negative emotions accompanying abusive supervision.

This study offers empirical evidence that illustrates the importance of EAPs and how they may reduce the negative impacts of abusive supervision.

Based on the conservation of resources view, the objective of this paper is to examine the relationship between abusive supervision and workplace thriving. Further, this study investigates the underlying mechanisms role of agentic work behaviors (i.e. task focus, heedful relating) and moderating role of employee's core self-evaluations.

Using a time-lag approach, data are collected from 360 full-time employees enrolled in an executive development program in a large university of China. To test the proposed model, data analysis is carried out through Statistical Product and Service Solutions (SPSS) and Analysis of Moment Structures (AMOS).

The results show that abusive supervision negatively influences workplace thriving. Further, the findings also confirm the mediating role of agentic work behaviors and the moderating role of core self-evaluations between the relationship of abusive supervision and thriving.

Based on study findings, this study draws the attention of managers toward the new deleterious outcomes of abusive supervision. Hence, to nurture a thriving workforce, organizations should keep abusive behaviors under keen observations to minimize their frequent occurrences. Further, it is proposed that hiring employees with higher core self-evaluations can mitigate the injurious effect of abusive supervision.

This is the first attempt to our knowledge to untapped the abusive supervision-thriving relationship via the underlying mechanisms of two agentic work behavior's and core self-evaluations as a moderator enriches the extant body of knowledge and provide valuable insight into the abusive supervision and workplace thriving literature.

Synthesizing theories of prosocial motivation and action identification, the purpose of this paper is to test several hypotheses associating abusive supervisory behavior with employees’ work behaviors via intervening variables, i.e., intrinsic motivation and family motivation.

The two-study examination of outcomes of abusive supervision stands in contrast to prior research, which has primarily focused on family motivation that influences supervisor-subordinate relationship. A lagged survey study at a Fortune 500 company and an experience sampling study at multi-organizations located in Anhui province of People’s Republic of China (PRC) support the moderated-mediation motivational model.

In the first study, designed as a lagged survey study, the authors found that abusive supervision is negatively associated with employees’ job performance and positively associated with employees’ turnover intentions. As anticipated, the results also found that family motivation moderates the direct relationship between abusive supervision and employees’ work behaviors. Furthermore, these results were then replicated and expanded in an experience sampling study. Consistent with the predictions, the authors found that intrinsic motivation acts as a mediator between abusive supervision and employees’ work behaviors and family motivation has the capacity to compensate for the absence of intrinsic motivation.

Although the paper contributes to leadership and motivation literature, there are several noteworthy limitations to be discussed in the future. The subjective measurement, the validity of abusive supervision in the Chinese context and generalizing of the study in western countries are the key limitations of the study. Moreover, the authors measure abusive supervision only on high/low frequency based rather than high/low intensity. Hence, there is a possibility that intensity and frequency have dissimilar effects.

The study with meaningful implications on motivation and leadership research concludes that family as a powerful source of motivation encourages subordinates’ job performance and discourages employees’ turnover intentions at the workplace, even under abusive supervision.