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The purpose of this paper is to examine bystanders’ supervisor-directed deviance to vicarious abusive supervision by supervisor-directed attribution. Furthermore, this study developed a moderated–mediation model to explore how LMX between bystander and his/her supervisor moderate the relationship between vicarious abusive supervision and the supervisor-directed attribution, which subsequently influences bystanders’ supervisor-directed deviance.

The paper tested the model using a sample of 336 workers using a two-wave survey. A moderated–mediation analysis was conducted with bootstrapping procedure to test the first stage moderated–mediation model in this study.

The results showed that LMX (between bystander and his/her supervisor) weakens the indirect relationship between vicarious abusive supervision and supervisor-directed deviance by bystanders’ supervisor-directed attribution.

Leadership training programs should be conducted to caution supervisors in terms of the deleterious consequences of vicarious abusive supervision. Organizations also should plan perception and communication training courses for leaders; such training would reduce bystanders’ responsibility attribution to them by providing timely explanations and communication. Furthermore, organizations should monitor supervisors by managers’ performance appraisal and formulate rules to punish abusive managers.

These results clarify the nature and consequences of LMX (dyadic relationships of bystanders–supervisor) for bystanders’ attribution process, and explain underlying attributional perceptions and reactions to vicarious abusive supervision. This study provides a more nuanced understanding of when and how vicarious abusive supervision leads to bystanders’ supervisor-directed deviance.

Vicarious abusive supervision (VAS) has recently garnered the attention of hospitality researchers. VAS is prevalent in hospitality work settings characterized by long production chains and open operating environments. Based on the conservation of resources (CORs) theory, this study aims to examine how VAS influences hospitality employees’ work behaviours (i.e. supervisor-directed deviance, silence and helping behaviour) via affective rumination, with the moderating role of industry tenure as an individual contingency on the relationship between VAS and affective rumination.

The data were gathered from 233 restaurant frontline employees and their supervisors in Turkey. The authors tested the proposed model using partial least squares method through SmartPLS 3.

The results reveal that VAS triggers affective rumination, which, in turn, is positively related to supervisor-directed deviance and silence, and negatively related to helping behaviour. Moreover, industry tenure, as a buffer resource, significantly moderates the relationship between VAS and affective rumination.

To reduce the occurrence of VAS and mitigate its negative effects, managers should establish a work environment that embraces understanding and respect, pay attention to how they communicate with employees, implement appropriate interventions when VAS occurs and conduct stress management training and improve employees’ emotion regulation skills in ways that correspond to the employees’ industry experience.

This study advances research on VAS by offering insight into how VAS impacts employees’ work behaviours via the underlying mechanism of affective rumination through a COR lens. The findings also shed light on the salient buffering effect of industry tenure as an individual contingency.

Unlike most empirical investigations that have tested the relationship between abusive supervision and subordinate’s workplace deviance in a large and formal organizational setup, this study investigates the effect of abusive behavior of owner-manager of small entrepreneurial establishments on subordinate’s workplace deviance. The purpose of this paper is twofold: first, it explores the moderating effect of intention to quit on the relationship between abusive supervision and organizational as well as interpersonal deviance; and second, it investigates whether the moderating effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (others directed).

The participants of this study were 240 restaurant and hotel employees working in three small entrepreneurial organizations in the eastern state of India. The authors have collected data on the predictor and criterion variables at two time points with a separation of three to four weeks for reducing common method bias (Podsakoff et al., 2012). At Time 1, participants completed measures of the perception of their owner-manager’s abusiveness and their intention to quit. At Time 2, participants responded to organizational deviance and interpersonal deviance.

The findings of the study is in line with previous research studies (Tepper et al., 2007; Thau et al., 2009) that reported intention to quit will moderate the positive relationship between abusive supervision and organizational deviance and interpersonal deviance such that the relationship will be stronger when intention to quit is high rather than low. The finding of the study also corroborates the prediction that the interactive effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (aimed at other members of the organization) when intention to quit is higher.

This study is among the very few empirical research studies that have investigated the effect of abusiveness of owner-manager on subordinate’s workplace deviance in small organizations. Another unique aspect of the study is that it is one of few to propose and test, how (whether organizational deviance or/and interpersonal deviance) and to what extent (more organizational or supervisor directed than interpersonal or others directed deviance) subordinates of abusive supervisor retaliate by engaging in workplace deviant behaviors.

This study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.

This study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.

This study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.

Managers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.

Few studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.

The authors integrate social cognitive theory with social exchange theory to examine how subordinates' perceptions of leader-member exchange (LMX) and moral disengagement mediate the relationship between congruence on implicit leadership theories (ILTs) of ethical leaders and characteristics recognized in one's supervisor (ethical ILT–supervisor alignment) and subsequent engagement-related outcomes (engagement attitudes, job satisfaction and supervisor-directed deviance). The authors then examine romance of leadership (ROL) as a moderator of these relationships.

The authors tested the theorized indirect effects and boundary conditions in a moderated mediation model using 180 working adults over three time points, in a polynomial regression framework using a block variable approach.

The authors found moderated indirect effects between ethical ILT–supervisor alignment and work-related outcomes via LMX and moral disengagement. ROL served as a boundary condition, such that the high levels bolstered the positive effects of ethical ILT–supervisor alignment.

The study results suggest that examining ethical leadership through the lens of implicit theories may be fruitful and highlight the importance of accounting for context when assessing the impact of ILTs.

This paper aims to provide researchers and practitioners with an understanding of abusive supervision in the context of hospitality. It seeks to conduct a comprehensive review of the area and offer recommendations for future research by exploring the antecedents, consequences, mechanisms and designs of research on abusive supervision.

Content analysis was conducted to review and analyze studies on abusive supervision in the context of hospitality. Previous studies were searched in the EBSCO, Scopus, Web of Science and Google Scholar electronic databases.

In total, 36 referred articles related to abusive supervision in hospitality were reviewed across four key areas, namely, antecedents, consequences, mechanisms and research design. After reviewing the research on abusive supervision in the context of hospitality, this paper offers future research directions with respect to research focus and research design.

This paper only included English articles from peer-reviewed journals on abusive supervision. The number of reviewed articles was relatively small. This limitation may have arisen because abusive supervision is a new research field and is still a sensitive topic.

The results of this study may encourage managers to minimize or even halt abusive supervision. From an organizational perspective, formal policies may be developed to regularize supervisors’ behavior. In turn, employees could use this paper to learn further about abusive behavior and how to handle it effectively.

The review highlighted the negative consequences of abusive supervision. Managers should urgently realize the seriousness of abusive supervision and develop effective policies to minimize its negative effect.

This paper contributes to the emerging literature on abusive supervision in the context of hospitality by identifying key research trends and framing the outlines of empirical studies. It identifies research gaps, and as the first review of abusive supervision in hospitality, it may encourage researchers to explore the topic on the basis of the characteristics of the sector and offer suggestions for future research.

Despite recent organizational behavior studies have witnessed considerable progress in abusive supervision research; some demerits for both theory and methodology still remain in the past years. To clarify the current state of knowledge in the field, this study aims to analyze the current state of theories and methods on abusive supervision and provides a detailed future research agenda.

This paper conducted a literature review for both theory and methodology of the abusive supervision research using a content analysis of 134 publications.

For the theory part, this paper summarized the theories that had been applied to explain the relationship between abusive supervision and its consequences as well as antecedents. For the methodology part, this paper outlined some critical issues regarding country of origin, research design, measurement, analysis strategy and also summarized with a discussion of the relationship between methodological issues and article impact. Finally, this paper concluded by presenting an agenda for future abusive supervision research regarding both theory and methodology.

First, this paper summarizes the main theories, antecedents and consequences often used in abusive supervision research to allow scholars to carry out theoretically driven research investigating abusive supervision in the future. Second, through a content analysis of the methods sections of abusive supervision research in the samples (i.e. country of origin, research design, measurement and analytical procedures), this paper identified the potential reasons underlying the inconsistency in the conclusions of abusive supervision research and provide some guidance for future empirical studies. Third, based on the qualitative review, this paper provides an agenda for future research investigating abusive supervision by developing a content-specific theoretical framework to benchmark abusive supervision research against other research related to leadership and offers an accurate response to scholars’ criticisms of abusive supervision research.

The purpose of this study is to examine the relationships between authoritarian leadership and OCBS and authoritarian leadership and organizational deviance.

Data was gathered from the responses to a questionnaire survey of 240 employee- supervisor pairs in four manufacturing and three service organizations in Pakistan.

The results suggest that authoritarian leadership and OCBS do have a curvilinear relationship and moderate levels of authoritarian leadership minimize organizational deviance. A benevolent climate has a positive moderating effect on the curvilinear relationship between authoritarian leadership and OCBS but does not have a moderating effect on the curvilinear relationship between authoritarian leadership and organizational deviance.

Moderate use of authoritarian leadership should be utilized to maximize OCBS and minimize organizational deviance and a climate of benevolence in the workplace should be developed to strengthen bonds and optimize performance.

This paper has an original approach in examining a curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.

The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior at work.

To test the proposed research model, the authors collected field data in a public sector university located in Islamabad Capital Territory, Pakistan. A two-wave questionnaire was distributed to 400 employees. In the first wave, the questionnaire was used to collect data on participants’ perceptions of perceived injustice and organizational politics. After two weeks, the second wave of data collection was conducted by sending another questionnaire to the same respondents to collect data on their organizational and interpersonal deviance.

Empirical findings revealed that perceived interactional injustice results in interpersonal deviance, and perceived distributive and procedural injustice results in organizational deviance. Moreover, the direct relationship between perceived injustice and deviant behaviors was stronger when the perception of politics factor was high.

To the best of the authors’ knowledge, this study is one of the first to test the detrimental effect of perception of politics on deviance in a public organization in Pakistan.

This study aims to explore the process that, from abusive supervision, leads to the different kinds of workplace deviant behaviors, using the norm of negative reciprocity as the main mechanism that can trigger this process.

This study is based on a literature review from organizational behavior and reciprocity fields and builds a theoretical model on the relationship between abusive supervision and workplace deviance within organizations.

This study develops a theoretical model where abusive supervision causes a feeling of injustice, which can motivate employees to seek revenge in the form of workplace deviant behaviors. Moreover, negative direct balanced reciprocity will moderate the relationship between the desire for revenge and minor interpersonal workplace deviance; negative direct non-balanced reciprocity will moderate the relationship between the desire for revenge and severe interpersonal workplace deviance; negative generalized balanced reciprocity will moderate the relationship between the desire for revenge and minor organizational workplace deviance; negative generalized non-balanced reciprocity will moderate the relationship between the desire for revenge and severe organizational workplace deviance.

Previous studies have used negative reciprocity as a moderator, but for the first time, it is split in direct and generalized and in balanced and non-balanced. In particular, when direct negative reciprocity is present, the revenge will take the form of interpersonal workplace deviance; when generalized negative reciprocity is present, the revenge will take the form of organizational workplace deviance. On the other side, when balanced reciprocity is present, revenge will take the form of minor workplace deviance, while when non-balanced reciprocity is present, revenge will take the form of severe workplace deviance.