Purpose 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. Design/methodology/approach 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. Findings 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. Practical implications 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. Originality/value 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.

Social network sites (SNSs) have become an essential interpersonal communication tool, and the number of global SNSs users is increasing at an astonishing rate. To fill the research gap on SNSs, this study examined the rarely discussed influence of website quality features and cognitive absorption on SNS acceptance. This cross-sectional study focused on comparing 250 users from Taiwan and 200 users from Indonesia to contribute to the growing field of information system (IS) and information technology (IT) literature on SNSs. Structural equation modeling (SEM) and multi-group analysis were used to analyze the data. The results indicated similarities and differences between the two countries, confirming that the effect of country moderates the SNS usage. This study demonstrated that website quality features attract users based on the perceived ease of use and perceived

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Employee silence has multiple negative effects on the organization. Studies on the influence of leader negative emotional expression on employee silence are extremely limited, and there are inconsistent findings for the expression of negative emotion among leaders, which highlight the need to explore boundary factors in this field. The purpose of this paper is based on EASI model to examine the impact of leaders’ negative emotional expression on employee silence through the perceptions of psychological safety. Moreover, drawing on social exchange theory, this paper proposed a moderated mediation model to explore how leader–member exchange (LMX) moderates the indirect relationship between leader negative emotional expression and employee silence through perceptions of psychological safety. We employed a bootstrapping technique to analyze the hypotheses. This study adopts two-wave surveys and the results shown that leader negative emotional expression triggered employee silence by employees’ perceptions of psychological safety. This study also demonstrated that LMX weakens the relationship between leader negative emotional expression and employees’ perceptions of psychological safety. Furthermore, LMX weakens the indirect relationship between leader negative emotional expression and employee silence through employees’ perceptions of psychological safety. Using multiphase data collection, we found that when LMX is at a low level, the indirect effect of leader negative emotional expression on employee silence through employee psychological safety is stronger. The theoretical, practical implications and future research suggestions are discussed.

Existing research on leader humility primarily demonstrates its positive effects. This study challenges this view by proposing the potential negative effects of leader humility on followers’ behaviors. Furthermore, this paper employs the person-situation interactionist perspective to extend the research on integrating followers’ personality traits and leader humility. Specifically, this study proposed that leader humility triggers their followers’ sense of power; moreover, this study wagers that whether followers’ sense of power encourages self-interested or prosocial behavior in followers depends on their particular Machiavellian traits. The theoretical model was tested using the time-lagged supervisor–subordinate matched data obtained. Our findings revealed that follower Machiavellianism fosters the relationship between a sense of power and self-interested behavior but it weakens the relationship between a sense of power and prosocial behavior. Thus, this study provides a better understanding regarding the effect of follower personality and leader humility on follower behavioral reactions.