An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship

Harris, Kenneth J.; Kacmar, K. Michele; Zivnuska, Suzanne

doi:10.1016/j.leaqua.2007.03.007

Cited by 392 publications

(367 citation statements)

References 41 publications

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“…O'Boyle et al, 2012) and enhances retaliatory behavior (e.g. deviance, Meurs et al, 2013; reduced work effort, Harris et al, 2007). Building on these ideas, Meurs et al (2013) and Harris et al (2011) suggested that narcissistic leaders engender feelings of distrust and injustice in their followers, and create an organizational environment where followers are more likely to 148 EMJB 12,2 reciprocate with detrimental organizational outcomes including increased emotional exhaustion and decreased organizational commitment and embeddedness.…”

Section: Ln and Subordinate Embeddednessmentioning

confidence: 99%

Leader narcissism and subordinate embeddedness

Erkutlu

Chafra

2017

EMJB

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Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity Hakan Vahit Erkutlu, Jamel Chafra, Article information:To cite this document: Hakan Vahit Erkutlu, Jamel Chafra, (2017) "Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity", EuroMed Journal of Business, Vol. For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Leader narcissism and subordinate embeddednessThe moderating roles of moral attentiveness and behavioral integrity Hakan Vahit ErkutluDepartment of Economics and Administrative Sciences, Nevşehir University, Nevşehir, Turkey, and Jamel ChafraDepartment of Tourism and Hotel Management, Bilkent Universitesi, Ankara, Turkey AbstractPurpose -The purpose of this paper is to examine the relationship between leader narcissism (LN) and subordinate embeddedness as well as to test the moderating roles of moral attentiveness (MA) and behavioral integrity (BI) on that very relationship. Design/methodology/approach -Data were collected from 19 five-star hotels in Turkey. The sample included 1,613 employees along with their first-line managers. The moderating roles of MA and BI on the LN and subordinate embeddedness relationship were tested using the moderated hierarchical regression analysis. Findings -The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between LN and subordinate embeddedness. In addition, this very relation was weaker when both MA and BI were higher than when they were lower. Practical implications -This study showed that employee perception of LN decreased employee's job embeddedness ( JE). The study findings point out the importance of reinforcing an ethical context as well as the importance of leader selection. Specifically, in order to ensure that narcissistic leaders do not thrive in organizations, it is significant to maintain an ethical context. Whether the context is ethical, unethical, or interpersonally ineffective, behaviors will likely be more salient and evaluated more negatively by coworkers. On the other hand, when narcissistic leaders are inserted in organizations with unethical contexts, the result is a p...

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Section: Ln and Subordinate Embeddednessmentioning

confidence: 99%

Leader narcissism and subordinate embeddedness

Erkutlu

Chafra

2017

EMJB

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“…The majority of the studies have also concentrated upon its consequences: work-family conflict (Hoobler & Brass, 2006;Tepper, 2007), lower job performance (Harris, Kacmar, & Zivnuska, 2007), lower job and life satisfaction (Tepper, 2000;Tepper et al, 2004), decreased self-esteem (James P Burton & Hoobler, 2006), psychological distress (Tepper, 2000(Tepper, , 2007 and increased deviant behaviour (Mitchell & Ambrose, 2007;Thau, Bennett, Mitchell, & Marrs, 2009) supervisors' communication styles (Baird & Bradley, 1978) and the way they clarify an employee's job objectives and roles can result in high employees' morale (Ivancevich & Donnelly Jr, 1974;Maher & Piersol, 1970;Rizzo, House, & Lirtzman, 1970;Tosi, 1971). …”

Section: Summary Of Literature Reviewmentioning

confidence: 99%

A Step towards Distinction between Supervisory Impulsive and Strategic Abuse

Khan¹

2014

ASS

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In this article, the researcher proposed a theoretical frame work of supervisory impulsive and strategic abuse. So for majority of the literature had focused on the supervisory impulsive abuse and its effects on employee's personal and/or professional life while the supervisory strategic abuse have enormously been ignored in the literature. The theoretical frame work offered in this paper will help to identify the boundary line between these two sub-types of abusive supervision. The researcher tried to clarify, with the help of existing literature, boundaries among the sub-types of the construct of abusive supervision e.g. supervisory impulsive and strategic abuse and integrate it into a theoretical model that helps to understand the manifestation of supervisory abusive behaviour in terms of its strategic and impulsive abuse. Further its effects on employee's morale have also been discussed in its theoretical model. Future research directions have also been discussed in this paper.

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“…The body of research on incivility and performance is limited, but consistent, with studies reporting a significant moderate negative relationship between the two (Sliter, Jex, Wolford, & McInnerney, 2010;Sliter, Pui, Sliter, & Jex, 2011;Sliter, Sliter, & Jex, 2012). Abusive supervision was found to be negatively related to supervisor rated job performance and to the formal appraisal processes in general (Harris, Kacmar, & Zivnuska, 2007). Furthermore, in their generalized leadership meta-analysis Schyns and Schilling (2013) found destructive leadership negatively affected individual performance.…”

Section: The Workplace Aggression and Job Performance Relationshipmentioning

confidence: 93%

“…The impact of workplace aggression as a demand is exacerbated as individuals view the expenditure of resources as strains when applied towards tasks deemed unnecessary or where the outcomes are uncertain (Boswell, OlsonBuchanan, & LePine, 2004;Hobfoll, 1989;Hobfoll & Freedy, 1993;LePine, Podsakoff, & LePine, 2005). Using this framework, COR has a history of serving as a blueprint for understanding how workplace aggression can affect the work-related outcomes, such as job performance (e.g., Harris, Kacmar & Zivnuska, 2007;Lee & Brothridge, 2007;Oore, LeBlanc, Day, Leiter, Laschinger, Price & Latimer;Wheeler, Halbesleben & Shanine, 2010). Hobfoll (1989) outlined how COR identifies the four paths that workplace aggression can take in negatively affecting job performance.…”

Section: The Workplace Aggression and Job Performance Relationshipmentioning

confidence: 99%

An Examination of Workplace Aggression, Job Performance, and Flow-States

Sayn-Wittgenstein

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An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship

Cited by 392 publications

References 41 publications

Leader narcissism and subordinate embeddedness

Leader narcissism and subordinate embeddedness

A Step towards Distinction between Supervisory Impulsive and Strategic Abuse

An Examination of Workplace Aggression, Job Performance, and Flow-States

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