When victims become culprits: The role of subordinates’ neuroticism in the relationship between abusive supervision and workplace deviance

Abusive supervision: a systematic literature review

The interest generated by abusive supervision among researchers can be gauged from the fact that more than 140 articles on abusive supervision have been published by leading journals in the last five years alone. However, a comprehensive understanding of the same is lacking. As a result, we systematically reviewed 273 articles on abusive supervision published between 2000 and 2022. This enabled us to present five interrelated aspects of abusive supervision literature. First, we focus on the definitional issues associated with abusive supervision. Second, we examine two widely used abusive supervision scales. Third, we review and critique different research designs utilized in abusive supervision studies. Fourth, we look at the key theories underpinning abusive supervision research and map the nomological network of abusive supervision. Fifth, we suggest novel avenues for theoretical advancement. In sum, we endeavored to portray a detailed picture of research on abusive supervision.

A trickle-down model of organizational embodiment and the impact of supervisor neuroticism

The majority of supervisor organizational embodiment (SOE) research has focused on its role as an important boundary condition in the context of leadership and management studies. In a multi-source field study, we seek to extend this research stream by examining an antecedent and outcome of SOE. Specifically, we leverage social cognitive theory to develop and test a trickle-down model of organizational embodiment across three organizational levels (i.e., upper-level managers, middle-level supervisors, and lower-level employees). Subsequently, we propose and demonstrate that manager organizational embodiment (MOE) trickles down and positively impacts SOE. In turn, SOE trickles down and positively impacts employee organizational embodiment. Furthermore, supervisor neuroticism strengthens the relationship between MOE and SOE when supervisor neuroticism is relatively high compared to relatively low. The findings provide evidence for a trickle-down model of organizational embodiment. Theoretical contributions, practical implications, and future research are discussed.

How and when abusive supervision influences knowledge hiding behavior: evidence from India

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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

Originality/value

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.

Abusive Supervision and Negative Employee outcomes: The Moderating Effects of Intimidation and Recognition

Given the conservation of resources (COR) theory, this study examines the moderating effects of intimidation and recognition on the relationship between abusive supervision and a subordinate's job tension, emotional exhaustion, and turnover intention. Consistent with past research, the study found a positive relationship between abusive supervision and negative employee outcomes. However, regardless of the strong theoretical and empirical literature support for the moderating effects of intimidation and recognition on the direct relationship of abusive supervision and negative employee outcomes, empirical data did not reveal any moderating effects of the moderating variables, neither as a single construct nor as a combined construct. For the study, data has been collected through a convenient sampling technique from 443 professional employees in the telecommunications sector in Pakistan. The study contributes to the literature by focusing on the largely ignored subordinate's impression management tactic (e.g. intimidation) and the top management's recognition of the subordinate's job, on the relationship between abusive supervision and negative employee outcomes. Theoretical contributions and practical implications are discussed in the conclusion.