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The purpose of this paper is to analyze the impact of cultural values on the relationship between abusive supervision, or workplace bullying, and worker job attitudes such as job satisfaction, job involvement, negative well‐being and perceived organizational support.

The authors used a survey to collect cross‐cultural data from workers in the USA and South Korea to test hypotheses regarding how cultural values affect the impact of abusive supervision on employee attitudes. Unlike previous research, the authors measured cultural values directly, rather than using nation as a proxy for culture.

It was found that the effects of abusive supervision on workers' job‐related attitudes are moderated by some, but not all, cultural values. In particular, moderating effects were found for Schwartz' achievement and benevolence values, but not for power values. Additionally, evidence was found that some of the measures commonly used in organizational research are not invariant across cultures.

Although the incidence of abusive supervision has been well documented in the USA and research on the causes and consequences of abusive supervision has grown steadily, very few studies have examined this topic in a cross‐cultural context. This study addresses this important, yet under‐researched issue by examining the joint effects of cultural values and abusive supervision on employee attitudes, using a cross‐cultural sample of workers.

This study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.

The authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.

The authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.

The authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.

This study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.

This study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.