Abusive supervision, leader-member exchange, and moral disengagement: A moderated-mediation model of organizational deviance

Valle, Matthew; Kacmar, K. Michele; Zivnuska, Suzanne; Harting, Troy

doi:10.1080/00224545.2018.1466776

Cited by 79 publications

(93 citation statements)

References 58 publications

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“…A significant number of studies have discussed the outcomes of abusive leadership on the attitudes and behavioral outcomes of employees in the work place. For instance, researchers have shown that high abusive supervision significantly increase employee's moral disengagement [27], employees stress and turnover intentions, interaction avoidance [28], and organizational dehumanization [29]. Similarly, a meta-analytic review of the consequences of abusive supervision shows that abusive supervision has negative effect on the job satisfaction, affective commitment, and organization identification [30].…”

Section: Abusive Supervision and Trust-in-supervisormentioning

confidence: 99%

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

Jan

2020

Sustainability

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Based on social exchange theory, this study investigates the antecedents and consequences of a frontline employee’s trust-in-supervisor and a frontline employee’s trust-in-coworker in a single framework. A personally administered survey was conducted to collect data from 203 frontline employees of coffee shops in the Republic of Korea. Covariance-based structural equation modeling was applied using AMOS 21.0 to explore the proposed relationships. The results show that abusive supervision is negatively related to frontline employee’s trust-in-supervisor, whereas supervisor support and communication quality have significant positive effects on frontline employee’s trust-in-supervisor. Similarly, coworker ostracism has a significant negative effect on frontline employee’s trust-in-coworker, whereas coworker harmony and communication quality have significant positive effect on frontline employee’s trust-in-coworker. Finally, the results show that a frontline employee’s trust-in-supervisor predicts a frontline employee’s supervisor cooperation, and a frontline employee’s trust-in-coworker leads to a frontline employee’s coworker cooperation.

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Section: Abusive Supervision and Trust-in-supervisormentioning

confidence: 99%

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

Jan

2020

Sustainability

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“…Abusive supervision, as a negative leadership behavior, is produced when a leader ignores the feelings of employees and deals with them with excessive words or abusive behavior [ 9 , 42 ], thus creating stressful situations for employees and forcing them to adjust their cognition and behavior in order to achieve consistency with the environment [ 48 ]. Employees cannot take actions to resist because of the gap separating them from their supervisors, thus increasing the psychological pressure on them and stoking concerns about the continuity of their work and access to important work resources—ultimately, resulting in job insecurity [ 29 ]. Previous studies have tended to focus on the impact of positive leadership behavior on job insecurity, advocating an increase in such behavior to alleviate job insecurity [ 7 , 57 ].…”

Section: Discussionmentioning

confidence: 99%

“…Employees become “outsiders” who are in low-quality LMX relationships with their leaders. Abusive supervisory behavior includes ridicule and neglect of employees, which may cause employees to perceive that their expectations of affective exchanges have been violated [ 29 ]. The resulting poor LMX relationships between employees and leaders are only limited to the scope of formal work [ 26 , 30 ].…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The Impact of Abusive Supervision on Job Insecurity: A Moderated Mediation Model

Wang

Zhao

Chen

et al. 2020

IJERPH

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This paper explores the impact of abusive supervision on job insecurity under the frameworks of the social cognitive theory and the leader-member exchange theory; additionally, it explores the mediating role of leader-member exchange (LMX) and the moderating role of power distance. In this study, 944 employees from two state-owned enterprises located in China were surveyed via questionnaires. Results of the correlation analysis and statistical bootstrapping showed that (i) abusive supervision was significantly and positively related to job insecurity, (ii) LMX played a mediating role in the impact of abusive supervision on job insecurity, and (iii) power distance played a moderating role in the relationship between LMX and job insecurity. Based on the social cognitive theory, this study broadens the perspective of studies regarding job insecurity. It also provides practical suggestions for avoiding abusive supervision and for alleviating employees’ insecurities about management.

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“…As stated, subordinates will pay attention to the self-serving intentions of high Machiavellian leaders engaging in UPB and tend to treat the leaders as immoral persons. Then, they will develop a moral cognitive bias that unethical behaviors are normal (Ashforth and Anand, 2003;Valle et al, 2019). In this case, high moral disengagement of subordinates appears.…”

Section: The Mediating Role Of Moral Disengagementmentioning

confidence: 99%

The Two-Sided Effect of Leader Unethical Pro-organizational Behaviors on Subordinates’ Behaviors: A Mediated Moderation Model

Wen

Chen

et al. 2020

Front. Psychol.

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Research suggests that unethical pro-organizational behavior (UPB) has two conflicting characteristics: unethical and pro-organizational. However, little attention has been paid to the negative and positive outcomes of UPB. Therefore, the present study aimed to fill this gap by examining a mediated moderation model on the effects of leader UPB on their subordinates' behaviors. Based on social information processing theory and three-wave survey data from 204 supervisor-subordinate dyads in China, we found that the mixed relationships between leader UPB and subordinates' behaviors were dependent on the leader's Machiavellianism. Specifically, for high Machiavellian leaders, their UPB was positively related to subordinates' unethical behaviors via subordinates' moral disengagement. For low Machiavellian leaders, their UPB was positively related to subordinates' organizational citizenship behaviors via their organizational identification. The theoretical contributions and practical implications of the findings are discussed.

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Abusive supervision, leader-member exchange, and moral disengagement: A moderated-mediation model of organizational deviance

Cited by 79 publications

References 58 publications

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

The Impact of Abusive Supervision on Job Insecurity: A Moderated Mediation Model

The Two-Sided Effect of Leader Unethical Pro-organizational Behaviors on Subordinates’ Behaviors: A Mediated Moderation Model

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