Psychological and neurological predictors of abusive supervision

Research on abusive supervision of sports teams under the Chinese parental leadership: Perspective based on contingency theory

The abusive supervision of sports teams under the characteristics of Chinese parental leadership have an adverse effect on the cognition and behavior of athletes, and promote the development and continuation of the internal mechanisms of Chinese sports teams. Based on previous literature on sports team management, this review summarizes and deduces the antecedent variables of abusive supervision in sports teams from three main dimensions: Coaches, Sports team and Athletes. At the same time, the formation mechanism of abusive supervision under parental leadership in China is analyzed. The antecedent variables include: Extreme personality, Family disagreements, Poor mental state, Sports team conflict, Ineffective leadership, Laggard management theory, Weak training atmosphere, Bad training conditions, Negative competition pressure, Extreme character, Negative training attitude and Poor performance in the match. The research conclusions are as follows: Firstly, authoritarian coaches are prone to abusive supervision due to the individual characteristics of coaches, and the abuse behavior will lead to different feedback performances of athletes, resulting in the atmosphere deviation of sports teams. Secondly, moral leadership coaches rely on virtue to engage in abusive behavior and need to avoid negative cycles within the team that affect overall performance. Thirdly, the performance behavior of benevolent leadership coaches can avoid or counteract abusive supervision, but is prone to ineffective performance. Therefore, the review believes that, in the management of Chinese sports teams, Contingency Theory should be combined to adopt different leadership behaviors based on people, time, and place, in order to achieve the best results and optimal management.

Unraveling Abusive Supervision Climate in Aircrew Workplaces: The Roles of Temporary Organizational Features, Trust, and Gender Dynamics

This study aims to advance the theoretical understanding of the contextual antecedents underlying abusive supervision. It provides a fresh perspective on how subordinates' perceptions of an abusive supervision climate are shaped in temporary work environments. By developing a robust model, this research examines the relationships between temporary organizational characteristics (i.e., temporariness and membership flexibility), trust in ad-hoc supervisors, and perceived abusive supervision climates. We tested the hypothesized model using data from 340 aircrew engaged in temporary and constantly shifting supervisor-subordinate relationships. The results revealed that: (a) temporariness has a direct negative relationship with trust in ad-hoc supervisors, whereas membership flexibility positively affects this trust; (b) the link between temporariness/membership flexibility and a perceived abusive supervision climate is mediated by trust in ad-hoc supervisors. Furthermore, this study highlights gender interactions in a transactional context, indicating that: (c) females perceive a stronger negative association between trust and abusive supervision climates compared to males; and (d) the relationship between temporariness/membership flexibility and trust in ad-hoc supervisors is significant for women and men, respectively. In conclusion, this study underscores the importance of considering the unique organizational characteristics of temporary work settings when examining abusive supervision. It also emphasizes the role of gender in shaping subordinates' perceptions of a workplace victimization climate, particularly in situations where leader-member exchanges are ephemeral and contractual.

An identity threat perspective on why and when employee voice brings abusive supervision

Purpose

Drawing from identity threat theory, this study aims to understand how and when employee voice can lead to abusive supervision. It proposes and examines a theoretical model in which employee voice is linked to abusive supervision through the mediating effect of leader identity threat.

Methods

We conducted a field study by collecting data from 93 supervisors and 533 subordinates in China at two different points in time. A structural equation model and Mplus software were used to examine the direct relationship between employee voice and abusive supervision, as well as the mediating effect of leader identity threat and the moderating effect of supervisor traditionality.

Results

Our results showed that employee voice was positively related to leader identity threat and had an indirect effect on abusive supervision via leader identity threat. In addition, we found that supervisor traditionality moderated the relationship between employee voice and leader identity threat. Subordinates' voice increased perceptions of leader identity threat among supervisors with high traditionality, whereas supervisors with low traditionality did not make this association. Finally, the indirect effect of employee voice on abusive supervision via leader identity threat was moderated by supervisor traditionality.

Discussion

First, this study broadens our understanding of the antecedents of abusive supervision by proposing that employee voice may induce abusive supervision. Second, it develops an identity threat perspective to explain why employee voice is positively related to abusive supervision. Finally, it enriches the research on implicit leadership theories by proposing that supervisors' cultural values can also influence supervisors' sense-making of subordinates' behaviors.

The hot and the cold in destructive leadership: Modeling the role of arousal in explaining leader antecedents and follower consequences of abusive supervision versus exploitative leadership

Due to its devastating consequences, research needs to theoretically and empirically disentangle different sub-types of destructive leadership. Based on concepts derived from aggression research distinguishing re- and proactive aggression, we provide a process model differentiating abusive supervision and exploitative leadership. High versus low arousal negative affect is installed as the central mediating factor determining (1) whether perceived goal-blockage (leadership antecedents) leads to abusive supervision versus exploitative leadership and (2) whether a specific leadership behavior leads to active versus passive follower behavior (leadership consequence). Further, theoretical anchoring of individual and contextual moderators onto the model's process paths is provided and exemplary hypotheses for concrete moderation effects are deduced. Based on the provided process model, we highlight four recommendations to facilitate process-based construct differentiation in future research on destructive leadership. To precisely understand the differences and commonalities in different forms of destructive leadership will ultimately enable custom-tailored inter- and prevention.

Plain Language Summary

Negative leadership—also named “destructive” leadership—has very bad effects on followers and organizations. There are not just one, but many forms of destructive leadership and it is important to understand where different sub-types come from (i.e., to understand their antecedents) and which specific effect they have (i.e., to understand their consequences). In this paper, we focus on better understanding two forms of destructive leadership, namely abusive supervision and exploitative leadership. These two forms are similar to the two main forms of aggression. Abusive supervision is similar to reactive aggression, an impulsive “hot blooded” form of aggression. Exploitative leadership is similar to proactive aggression, a premeditated “cold blooded” form of aggression. We explain the parallels between the two forms of aggression and the two forms of leadership and provide a model which allows to predict when one versus the other form of leadership occurs and to which follower behavior they lead. An important factor in this model is the physiological characteristic of the emotional reaction to an event (i.e., arousal). An emotional reaction can be high in arousal; for instance, anger is a high arousal negative emotional reaction. On the contrary, boredom, for instance, is a low arousal negative emotional reaction. Dependent on whether both a leader and a follower react to a negative event (e.g., not getting what they want, being treated badly by others) with high or low arousal, their behavior will be different. We explain how this mechanism works and how it can help us to better predict leaders' and followers' behavior. We also outline how individual characteristics of the leader and follower and characteristics of their environment and context interact with arousal and their behavior.

A moderated-mediation analysis of abusive supervision, fear of negative evaluation and psychological distress among Egyptian hotel employees

By integrating cognitive appraisal and social exchange theories, this paper examines the linkage of supervisors' abusive reactions with psychological distress through their subordinates' fear of negative evaluation. This paper also investigates the moderating role of negative reciprocity. Data were gathered from 412 employees at 15 five-star hotels in Egypt and analyzed using PROCESS 4.0 macro in SPSS (Model 5). The findings revealed that abusive supervision was strongly positively connected with psychological distress caused by FNE. Furthermore, negative reciprocity may reduce the abusive supervision-psychological distress relationship. The positive effect of abusive supervision on psychological distress was weaker among hotel employees who held high levels of negative reciprocity. The PROCESS and narratological results highlight the need of taking negative reciprocity into account while investigating undesirable workplace behavior (i.e., abusive acts of supervisors) in the hospitality context by providing fruitful theoretical and practical contributions.

Supplementary Information

The online version contains supplementary material available at 10.1007/s12144-022-03822-4.

How to Deal With a Difficult Boss

Abstract. As abusive supervision entails negative outcomes for individuals and organizations, a better understanding of leader- and follower-related antecedents of abusive supervision can help organizations prevent destructive leadership. In an experimental vignette study with 140 leaders, we tested an integrative model that includes leaders’ narcissism as an antecedent of their abusive supervision intentions. We also tested for the moderating role of followers’ behavior and indirect effects via leaders’ evaluations of followers. We employed the narcissistic admiration and rivalry concept (NARC) to distinguish between adaptive and maladaptive dimensions of grandiose narcissism and found that the maladaptive dimension, narcissistic rivalry, predicted abusive supervision intentions. This effect was strongest when followers behaved dominantly. Finally, we found preliminary evidence that leaders’ evaluations of followers’ likeability, but not of followers’ competence, mediated the relationship between leaders’ narcissistic rivalry and abusive supervision intentions. These indirect effects were not conditional on followers’ behavior. We discuss these findings in light of theoretical and practical implications for individuals and organizations.

The joint effects of supervisor knowledge hiding, abusive supervision, and employee political skill on employee knowledge hiding behaviors

Purpose

Knowledge hiding, intentionally withholding work-relevant information, is detrimental to organizations, yet practiced by supervisors and employees. Based on social learning and social exchange theories, this study aims to uncover the effects of supervisor knowledge hiding, abusive supervision and employee political skill on employee knowledge hiding behaviors, namely, evasive hiding, playing dumb and rationalized hiding. We compare the two destructive supervisor behaviors in their predictive values toward employee knowledge hiding and examine the role of employee political skill in mitigating their effects.

Design/methodology/approach

Based on survey data collected from 598 German-speaking employees, we used path analysis to test the hypotheses.

Findings

The two destructive supervisor behaviors and employee political skill predicted employee evasive hiding and playing dumb; supervisor knowledge hiding additionally predicted employee rationalized hiding. The predictive value of supervisor knowledge hiding was 2.5 times larger than that of abusive supervision and political skill. The effects of destructive supervisor behaviors were weaker for more politically skilled employees.

Originality/value

We examine two destructive supervisor behaviors conjointly and show the differences between them regarding their predictive value toward employee knowledge hiding. Furthermore, we investigate the role of political skill in knowledge hiding.

Different Forms of Narcissism and Leadership

Abstract. Prior research has revealed relevant associations between narcissism and leadership, but most studies have focused on narcissism as a personality trait and its grandiose dimension. However, other forms of narcissism (e.g., vulnerable, pathological, and communal narcissism) might also be relevant for leadership but have mainly been neglected in leadership research. Therefore, in this research spotlight, I investigate the link between alternative forms of narcissism and leadership criteria such as leader emergence and leader effectiveness. Along with theoretical considerations, I will derive suggestions for future research on these forms of narcissism and leadership.

Forty years of political skill and will in organizations: a review, meta-theoretical framework and directions for future research

Purpose

The purpose of this paper is to review the scholarship on political skill and political will so that the authors might inspire future work that assesses these constructs individually and in tandem.

Design/methodology/approach

The “political skill” and “political will” concepts were introduced about 40 years ago, but they only have been measured and produced empirical results much more recently. Since that time, substantial research results have demonstrated the important roles political skill and political will play in organizational behavior. This paper provides a comprehensive review of this research, draws conclusions from this work and provides a meta-theoretical framework of political skill and political will to guide future work in this area.

Findings

Scholarship in this area has developed quite rapidly for political skill, but less so for political will. The authors hope that recent developments in a political will can set the stage for scholars to create a theoretical and empirical balance between these two related constructs.

Originality/value

The authors corral the vast and widespread literature on political skill and will and distill the information for scholars and practitioners alike.

STEM the bullying: An empirical investigation of abusive supervision in academic science

BACKGROUND

Academic bullying is a topic of significant interest of late, with high profile cases featured in scientific journals. Our aim is to document the nature and extent of academic bullying behaviors, examining who are the primary targets and perpetrators as well as the responses to and outcomes of bullying.

METHODS

We developed a cross-sectional global survey aimed primarily at those in academic science institutions. The survey was administered via Qualtrics and data were collected (between November 2019 and July 2021) from 2006 individuals whose participation was solicited through various means including advertisements in Science and Nature magazines and the American Chemical Society.

FINDINGS

Among the 2006 survey participants, the majority of targets were graduate students or postdocs. An overwhelming proportion of participants reported either experiencing (84%) or witnessing (59%) abusive supervision, or both (49%). While a majority of perpetrators were male, they were proportionately no more likely to abuse than females. Perpetrators were more likely from the highest-ranked institutions and they were most likely PIs. Females were more likely to report being bullied but their scores on the Tepper abusive supervision scale and the contextual behavior checklist we developed were not greater than male targets. Male targets actually reported higher levels of certain bullying behaviors. While international scholars were no more likely to report being bullied, the severity of the behaviors they reported was significantly greater. Targets (64%) were most likely to use avoidant tactics (not reporting and relying on family/friends for support) in response to bullying due to fear of retaliation (61%). The small percentage that did report the abuse (29%) overwhelmingly reported unfair and biased (58%) outcomes. Additional qualitative analysis of open-ended comments revealed similar patterns. We also noticed that the COVID-19 pandemic has exacerbated academic bullying and changed the patterns of behaviors possibly due to the remote nature of interactions. Open-ended responses from targets are analyzed with examples provided.

INTERPRETATION

Our results elucidated the various forms of abuse, the most likely perpetrators and targets, as well as the typical reactions of targets and witnesses. We investigated the results of targets' actions following chronic bullying. Our findings highlight the domain, extent, and dynamics of academic bullying to hopefully motivate the scientific community to take action.

Brain-based learning research for adult education and human resource development

Purpose

The purpose of this study is to reveal how research on brain-based learning (BBL) addressing adult learners’ education and training issues has contributed to the overall knowledge base linking neuroscience, adult education and human resource development (HRD) research and practices. Through this comprehensive review of the BBL studies, this paper aims to expand the landscape of understanding educational phenomenon in adult education and organizational settings using the lens of neuroscience.

Design/methodology/approach

Using the content analysis method, this study extracts key research themes and methodological choices from the body of BBL studies. In addition, this paper explores the relationships and proximity among key concepts of BBL research using keyword network analysis. For data analysis, this study reviews the current literature on BBL addressing both adult education and HRD topics from 1985 to 2019.

Findings

The findings of this study provide a clearer picture of the potential mechanisms of BBL approaches observed in the literature of adult education and HRD. What has been found from the thematic analysis is that addressing misconceptions about the neuroscience of learning is regarded as an important topic. In terms of the methodological approaches, the literature review was a dominantly used method, whereas experimental or quantitative research has yet to be fully performed. Influential keywords and topics obtained from the keyword network analysis reveal the primary foci and structural patterns of current BBL research.

Originality/value

This study makes a significant contribution to theories and research in adult education and HRD scholarship as it provides an integrative view of key research themes and major issues about BBL. Additionally, our findings offer practical insights for adult educators and HR professionals to successfully apply neuroscientific approaches.

Applying Neuroscience to Emergent Processes in Teams

In this article, we describe how neuroscience can be used in the study of team dynamics. Specifically, we point out methodological limitations in current team-based research and explain how quantitative electroencephalogram technology can be applied to the study of emergent processes in teams. In so doing, we describe how this technology and related analyses can explain emergent processes in teams through an example of the neural assessment of attention of team members who are engaged in a problem-solving task. Specifically, we demonstrate how the real-time, continuous neural signatures of team members’ attention in a problem-solving context emerges in teams over time. We then consider how further development of this technology might advance our understanding of the emergence of other team-based constructs and research questions.

Normalizing mistreatment? Investigating Dark Triad, LMX, and abuse

Purpose

Given that many subordinates work for leaders who mistreat them, the purpose of this paper is to examine whether leader–member exchange (LMX) influences the relationship between leaders’ dark triad (DT) traits and follower perceptions of abusive supervision. Drawing on theories of idiosyncratic and deviance credits, the authors posit that high LMX weakens the positive relationship between leaders’ DT traits and the perception of abusive supervision.

Design/methodology/approach

Data were collected from 326 full-time employees. A moderated regression was performed to determine whether high LMX weakened the relationships between each DT trait (Machiavellianism, narcissism and psychopathy) and the perception of abusive supervision.

Findings

Results suggested that high LMX indeed weakened the positive relationships between two leader DT traits – narcissism and psychopathy – and the occurrence of abusive supervision. Hence, employees who perceived their LMX relationship to be high were less likely to report the occurrence of abusive supervision when their leader was also perceived to be high in narcissism or psychopathy. A post hoc analysis suggested different results for mixed-sex dyads.

Practical implications

The present study suggests a potential strategy for reducing the detrimental effects of a DT leader, namely, forming a high-quality relationship between leader and follower.

Originality/value

This study addresses the call for more research into the boundary conditions under which leader characteristics may affect followers. Drawing on past research that treats LMX as a boundary condition, the authors frame LMX as an important buffer between DT leader characteristics and the perception of abusive supervision. Results suggest a potential exchange of deviance credits in cases where LMX is high rather than low.