Abusive Supervision and Retaliation: A Self-Control Framework

Lian, Huiwen; Brown, Douglas J.; Ferris, D. Lance; Liang, Lindie H.; Keeping, Lisa M.; Morrison, Rachel

doi:10.5465/amj.2011.0977

Cited by 239 publications

(224 citation statements)

References 62 publications

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“…Consistent with the cognitive-neoassociationistic model, the present study demonstrated that although the experience of negative affect enhanced supervisors' tendency to engage in abusive behaviors, who they expressed their negative affect to was influenced by factors that might 2 Interaction between supervisors' negative affect and LMX on abusive supervision. Note NA negative affect, LMX leader-member exchange 1 As one anonymous reviewer suggested, LMX could moderate the relationships between abusive supervision and subordinate outcomes, such that abusive supervision leads to more negative reactions among high-LMX subordinates (Lian et al 2014;Xu et al 2015), we conducted additional analyses to test the moderating effect of LMX on the relationships between abusive supervision and the three outcomes. However, LMX did not moderate these relationships (for subordinates' negative affect, b = .15, SE = .11, ns; for subordinates' job satisfaction, b = -.16, SE = .12, ns; for subordinates' initiative behavior, b = -.22, SE = .13, ns).…”

Section: Discussion General Discussion and Theoretical Implicationsmentioning

confidence: 99%

“…Social exchange theory (Cropanzano and Mitchell 2005) suggests that reciprocity is an important component in supervisor-subordinate interaction; that is, subordinates tend to react to supervisors' positive treatment by enacting positive behaviors and repay supervisors' negative treatment by offering unfavorable returns. After being abused, subordinates might retaliate by engaging in interpersonal deviant behaviors toward their supervisors or colleagues (e.g., Lian et al 2014;Mitchell and Ambrose 2007). Because deviant behaviors are mostly sanctioned in organizations, subordinates might also react to abusive supervision in a more subtle and passive-aggressive way, by reducing their reciprocation and withholding efforts in extra-role behaviors.…”

Section: Impacts On Subordinatesmentioning

confidence: 97%

“…We controlled for subordinates' gender and subordinates' relationship tenure with their supervisors, because pervious research indicated that these two demographic variables not only accounted for the variance in abusive supervision (Aryee et al 2007;Hoobler and Brass 2006;Lian et al 2014;Wu et al 2013), but also influenced subordinates' reactions toward abusive supervisors (Haggard et al 2011;Mitchell and Ambrose 2007). Subordinates' gender was coded as 0 for female and 1 for male.…”

Section: Control Variablesmentioning

confidence: 99%

See 2 more Smart Citations

Who Suffers When Supervisors are Unhappy? The Roles of Leader–Member Exchange and Abusive Supervision

Pan

Lin

2016

J Bus Ethics

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Driven by the cognitive-neoassociationistic model of aggression (Berkowitz in Psychol Bull 106:59-73, 1989; Am Psychol 45: 494-503, 1990), this study examines how supervisors' negative affect at work influences their interaction with subordinates (i.e., abusive supervision), which further affects subordinate outcomes (i.e., negative affect at work, job satisfaction, and personal initiative). Drawing upon research on power/resource interdependence and victim precipitation theory, we also test whether the positive relationship between supervisors' negative affect and abusive supervision is moderated by leader-member exchange (LMX). Using one hundred and eighty supervisor-subordinate dyads from five hotels, we found that, (a) supervisors' negative affect at work was positively related to abusive supervision, (b) LMX buffered the positive association between supervisors' negative affect and abusive supervision, and (c) the indirect effects of supervisors' negative affect on subordinate outcomes (higher negative affect at work, lower job satisfaction, and fewer personal initiatives) via abusive supervision was buffered by LMX, such that the indirect effects were only found in dyads with lower LMX, but not in dyads with higher LMX. Theoretical contributions and practical implications for managers and organizations were also discussed.

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Section: Discussion General Discussion and Theoretical Implicationsmentioning

confidence: 99%

Section: Impacts On Subordinatesmentioning

confidence: 97%

Section: Control Variablesmentioning

confidence: 99%

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Who Suffers When Supervisors are Unhappy? The Roles of Leader–Member Exchange and Abusive Supervision

Pan

Lin

2016

J Bus Ethics

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“…However, the possibility of reverse causality and reciprocal relationship cannot be ruled out for both theoretical and statistical reasons. Theoretically, employee behavior can be the cause of abusive supervision (Lian, Brown, Ferris, Liang, Keeping, & Morrison, 2014). It will be useful that future research to apply a longitudinal research design to examine the causality and reciprocal relationship between abusive supervision and its subordinate-related correlates.…”

Section: Future Research Directionsmentioning

confidence: 99%

Consequences of abusive supervision: A meta-analytic review

2015

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While a plethora of studies have examined the relationships between abusive supervision and outcomes, there is a lack of a comprehensive and systematic framework that integrates the consequences and moderators of abusive supervision. We fill the void in the abusive supervision literature through conducting a quantitative review. Based on a meta-analysis of 119 independent samples (N=35,239), we found that abusive supervision was related to subordinates' attitudes, well-beings, organizational justice perceptions, workplace behaviors, performance, and family-related outcomes. In addition, we found that power distance moderated the relationships of abusive supervision with subordinates' workplace behaviors and performance in Asia and North America. In addition, the relationships between abusive supervision and its consequences were contingent on subordinates' age, organizational tenure, and time spent with supervisors, and research design. Theoretical and practical implications are discussed.

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“…Revenge becomes salient after workplace harassment has been committed. Despite being a central construct and important approach within the overall construct of workplace harassment, the relationship between harassment and revenge is to date poorly understood (e.g., Lian et al 2014;Tepper et al 2015). Therefore, the first objective of this study was to examine the relationship between workplace harassment intensity and revenge.…”

Section: Introductionmentioning

confidence: 98%

Workplace Harassment Intensity and Revenge: Mediation and Moderation Effects

et al. 2016

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This study examines the mediating role of rumination, state anger, and blame attribution, and the moderating role of trait forgiveness in the relationship between workplace harassment intensity and revenge among employed students at a medium-sized Midwestern U.S. university (N = 310) and full-time employees from various industries in Shanghai, China (N = 251). We tested the proposed model using techniques described by Hayes (Introduction to mediation, moderation, and conditional process analysis, The Guilford Press, New York, 2013). Results within both samples suggested that workplace harassment intensity is positively associated with both major and minor revenge. Results of multiple mediation tests showed that state anger and blame attribution mediated the relationships between workplace harassment intensity and both types of revenge behavior. Furthermore, trait forgiveness moderated the relationship between blame attribution and major revenge.

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Abusive Supervision and Retaliation: A Self-Control Framework

Cited by 239 publications

References 62 publications

Who Suffers When Supervisors are Unhappy? The Roles of Leader–Member Exchange and Abusive Supervision

Who Suffers When Supervisors are Unhappy? The Roles of Leader–Member Exchange and Abusive Supervision

Consequences of abusive supervision: A meta-analytic review

Workplace Harassment Intensity and Revenge: Mediation and Moderation Effects

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