One of the purposes for superiors to abuse subordinates is to obtain a positive response from subordinates by conveying a negative attitude. However, abusive behavior cannot guarantee positive behaviors due to the differences in subordinates’ characteristics, such as feedback seeking. Based on the conservation of resources (COR) theory, this study explores the relationship between abusive supervision by superiors and feedback seeking by subordinates in East Asian cultures. Questionnaires were collected from multiple time points and multiple sources. Datum analysis was performed on 318 paired questionnaires between employees and direct supervisors. The results showed that: (1) Employees’ perceived face threat has a mediating effect on the relationship between abusive supervision and feedback seeking. (2) Self-affirmation of subordinates positively moderates the relationship between abusive supervision and perceived face threat. (3) Self-handicapping of subordinates positively moderates the relationship between perceived face threat and feedback seeking. This not only explains the mechanism of perceived face threat in the influence of abusive supervision on employees’ feedback-seeking behavior, but also reveals the boundary effect of employees’ self-affirmation and self-handicapping characteristics in it, which expands the theoretical explanation framework of the influence of abusive supervision on employees’ feedback-seeking behavior and also provides new ideas for managers to better implement management in the organization.
We explored the relationship between the abusive supervision of leaders and employee silence in the face-oriented culture of East Asia by using conservation of resources theory. Survey data were collected using a multiperiod, multisource method conducted with 350 employees and their supervisors. Results were as follows: (a) The relationship between abusive supervision and employee silence was mediated by the perceived face threat of employees, (b) leader status positively moderated the relationship between abusive supervision and employees’ perceived face threat, and (c) trait anger of employees positively moderated the relationship between perceived face threat and silence. Therefore, if leaders use abusive supervision to manage their subordinates, they need to consider their own status and the individual characteristics of their subordinates, and a higher leadership status can ease the discomfort of subordinates who are abused. However, abusive supervision is not suitable for improving the performance of subordinates with trait anger because it will further strengthen their silence.
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