Consequences of Abusive Supervision

Tepper, Bennett J.

doi:10.5465/1556375

Cited by 1,359 publications

(2,783 citation statements)

References 38 publications

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“…This finding is consistent with the literature regarding abusive leadership (Harvey, Stoner, Hochwarter, & Kacmar, ). Tepper's () study empirically supported the relationship between abusive leadership and tension. Past research has also suggested that this relationship likely stems from interpersonal conflict and the chronic assault on subordinates' feelings, self‐esteem, and self‐efficacy associated with abusive supervision (Baron, ; Moore, ; Rosse, Boss, Johnson, & Crown, ; Tepper, ).…”

Section: Discussionmentioning

confidence: 91%

Leader-Member Relationship and Burnout: The Moderating Role of Leader Integrity. 领导－成员关系与下属工作倦怠：领导正直的调解作用

Jiang

Law

Sun

2014

Management and Organization Review

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In this study, we propose and test the idea that a strong relationship between leader and follower will be associated with the subordinate's burnout. We base the study on the leader-member exchange framework (LMX), resource exchange theory, and the job demands-resources model of burnout, and conceptualize that a strong LMX is associated with burnout in two ways: high LMX involves high job demands, which lead to exhaustion; low LMX involves low job resources, which leads to cynicism. We propose that the relationship between LMX and the two forms of burnout will be stronger when the leader is perceived to be low on moral integrity. Using a survey of 218 employees, we find support for the hypotheses. Implications for future research and managerial practices are discussed.

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Section: Discussionmentioning

confidence: 91%

Leader-Member Relationship and Burnout: The Moderating Role of Leader Integrity. 领导－成员关系与下属工作倦怠：领导正直的调解作用

Jiang

Law

Sun

2014

Management and Organization Review

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“…Besides humour training, organizations might try to establish conditions that prevent leaders from using aggressive humour. Although not much is known about antecedents of aggressive humour, there might be some parallels to abusive supervision (Tepper, ) which is defined as the leaders’ sustained display of hostile behaviour (Huo et al ., ). Similarly to abusive supervision, aggressive humour might be fostered by aggressive organizational norms (Restubog, Scott, & Zagenczyk, ).…”

Section: Discussionmentioning

confidence: 99%

Affiliative and aggressive humour in leadership and their relationship to leader–member exchange

Pundt

Herrmann

2014

J Occupat & Organ Psyc

105

130

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In this study, we investigate the relationship between affiliative and aggressive humour of the leader and the quality of relationship between leader and follower in terms of leadermember exchange (LMX), assuming identification with the leader to mediate this relationship. We conducted a 2-wave survey study with a time lag of 6 weeks (N = 152). We found affiliative humour of the leader rated at Time 1 to be positively related to LMX at Time 2, even after controlling for LMX at Time 1, whereas aggressive humour was negatively related to LMX at Time 2. Identification with the leader mediated the relationship between affiliative humour of the leader and LMX but did not mediate the relationship between aggressive humour and LMX. Our results contribute to the understanding of leader behaviours that contribute to a positive professional relationship between leader and follower as well as to the understanding of the relational processes that may explain the effects of humour in leadership. Practitioner pointsLeader humour may help establish high-quality relationships between leaders and followers. Leaders could use affiliative humour and should avoid aggressive humour to improve the quality of leaderfollower relationships. Affiliative humour may be developed by an established humour training programme focusing on the so-called humour habits. Aggressive humour could be prevented by establishing organizational non-aggression norms. Formal humour training for leaders should be used with care to prevent potential downsides such as emotional exhaustion.

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“…Defensive silence occurs when individuals feel fearful in an environment and thus try to protect themselves from potential threats (Van Dyne et al, ). In particular, employees deem supervisors abusive when the latter display hostile behaviours, such as ridiculing and humiliating employees, calling them derogatory names, criticising them publicly, and intimidating them through threats such as job loss (Tepper, ). Abusive supervision is a form of aggression, such that leaders may use abusive behaviours to wield their power over followers (Aryee, Chen, Sun, & Debrah, ; Ashforth, ).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

“…In a similar vein, we argue that abusive supervision may constitute an adverse working environment that leads high‐power‐distance employees to remain silent. Supervisory abuse (e.g., public put‐downs) delivers cues that supervisors are not open to input from subordinates and that subordinates’ suggestions are inferior (Tepper, ). Although high‐power‐distance individuals have learned to be submissive in front of authority, power‐relevant situational stimuli may further motivate them to be even more disengaged and make them more aware of their inability to make a difference in the status quo; as such, acquiescent silence based on resignation is more likely to emerge.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics

Lam

Xu²

2018

Applied Psychology

115

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Employee silence is a costly but omnipresent phenomenon in modern organisations. In this study, we focus on two forms of silence: defensive silence based on fear and acquiescent silence based on resignation. Given the power imbalance in supervisor-subordinate relationships, we hypothesise that abusive supervision is an antecedent of subordinates' defensive silence and that a subordinate's power distance orientation affects acquiescent silence. We investigate the interaction effects of abusive supervision and power distance orientation on these two types of silence. Perceived organisational politics may also aggravate such interactive effects. Based on data collected from 159 junior employees in China in two periods, we find that abusive supervision is associated with employee defensive silence and moderates high-powerdistance employees' tendency to engage in acquiescent silence. When perceiving high politics in the organisation, high-power-distance employees are more sensitive to abusive supervision and engage in more defensive silence. A highly political organisational context also accentuates abusive supervision's moderating effect on the relation between employees' power distance orientation and acquiescent silence. We conclude with theoretical and practical implications for the silence literature.

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Consequences of Abusive Supervision

Cited by 1,359 publications

References 38 publications

Leader-Member Relationship and Burnout: The Moderating Role of Leader Integrity. 领导－成员关系与下属工作倦怠：领导正直的调解作用

Leader-Member Relationship and Burnout: The Moderating Role of Leader Integrity. 领导－成员关系与下属工作倦怠：领导正直的调解作用

Affiliative and aggressive humour in leadership and their relationship to leader–member exchange

Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics

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