Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective

Abstract

In order to address the influence of unethical leader behaviors in the form of abusive supervision on subordinates' retaliatory responses, we meta-analytically examined the impact of abusive supervision on subordinate deviance, inclusive of the role of justice and power distance. Specifically, we investigated the mediating role of supervisory-and organizationally focused justice and the moderating role of power distance as one model explaining why and when abusive supervision is related to subordinate deviance toward supervisors and organizations. With 79 independent sample studies (N = 22,021), we found that abusive supervision was more strongly related to supervisory-focused justice, compared to organizationally focused justice perceptions, and both types of justice perceptions were related to target-similar deviance (deviance toward the supervisor and organization, respectively). Finally, our results showed that the negative implications of abusive supervision were stronger in lower power distance cultures compared to higher power distance cultures.

The Cascading Effects of CEO Dark Triad Personality on Subordinate Behavior and Firm Performance: A Multilevel Theoretical Model

“…TMT members have more difficulty achieving high levels of behavioral integration when they experience poor exchange quality with CEOs due to the negative behavioral consequences of CEO narcissism, Machiavellianism, or psychopathy (e.g., O’Boyle et al, 2012) that emerge over time. When individuals experience negative social exchanges from their supervisor, they perceive greater injustice, trust less (Park et al, 2019), and monitor their behavior less carefully (Muraven et al, 2008). Partly as a result, they also engage in behaviors that are likely to reduce the quality and consistency of their relationships with other team members, including lower engagement in work (Bakker & Demerouti, 2007), poor decision-making (Reina et al, 2017), and more frequent and unpredictable emotional outbursts (Bazerman, 2002).…”

“…In particular, CWBs are among the most important and heavily studied consequences of supervisor behavior that are also likely to impact firm performance. Examples of CWBs include theft, sabotage, destruction of property, verbal abuse, lying, destructive gossip, and slander, withholding effort or information, consuming firm resources, and refusing to cooperate (Hunter & Penney, 2014; Kim et al, 2015; Park et al, 2019; Penney & Spector, 2005). We expect that both indicators of TMT member behavior (i.e., TMT destructive leadership and TMT behavioral integration) affect subordinate CWBs, albeit through different mechanisms.…”

Antecedents of Passive-Aggressive Behavior as Employee Deviance

“…Given that the effects of workplace aggression aren't felt only by those directly experiencing the act, but also by those who witness it (Schat & Kelloway, 2005), workplace aggression can be particular problematic for organizations. Some evidence points to aggression being a catalyst for future deviant behavior (Park, Hoobler, Wu, Liden, Hu, & Wilson, 2017). Additional consequences of coworker aggression include, but are not limited to, decreased commitment and increased turnover intentions (Schat & Kelloway, 2005).…”

“…Throughout the deviance literature, there are three types of antecedents which have garnered attention (Bennett & Robinson, 2003). One of the most empirically supported types, reaction to experience, looks at how employees respond to emotional stimuli such as frustration or perceived injustice (Bennett & Robinson, 2003;Park et al, 2017). These situational stimuli are also tied to workplace aggression (Fox & Spector, 1999).…”

How do the Employees’s Perceptions of Abusive Supervision Affect Customer Satisfaction in the Chain Restaurants? Employee-Customer Level Analysis

“…Further, foodservice customers tend to be loyal to several restaurants at a time, and thus it is very important for restaurants to make good use of their human resources to ensure customer satisfaction and set their restaurants apart from others [13]. Many studies have been conducted to date on the effect of abusive supervision on employees' psychological well-being and work attitude [14][15][16]. No studies have been conducted on the Information 2020, 11, 384 2 of 10 effect of abusive supervision on customer satisfaction through the mediation of employee satisfaction because paired data between employees and customers are hard to collect, complicated, and costly.…”