Consequences of abusive supervision: A meta-analytic review

Zhang, Yucheng; Liao, Zhenyu

doi:10.1007/s10490-015-9425-0

Cited by 202 publications

(220 citation statements)

References 128 publications

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“…The latter result was similar in Study 3 (field study), where perception of abusive supervision was related to reactions apart from the two aspects of voice. Overall, our results replicate previous studies showing that abusive supervision is related to negative outcomes such a lower supervisor commitment and higher turnover/withdrawal from the supervisor (Martinko et al, 2013; Schyns and Schilling, 2013; Zhang and Liao, 2015). Even more, in our studies, due to the experimental designs, we could show that this effect is based on actual leader behavior.…”

Section: Discussionsupporting

confidence: 91%

Is It Me or You?—How Reactions to Abusive Supervision Are Shaped by Leader Behavior and Follower Perceptions

Schyns

Felfe

Schilling³

2018

Front. Psychol.

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There is a growing interest in understanding how follower reactions toward abusive leadership are shaped by followers' perceptions and attributions. Our studies add to the understanding of the process happening between different levels of leaders' abusive behavior (from constructive leadership as control, laissez-faire, mild to strong abusive) and follower reactions. Specifically, we focus on the role of perception of abusive supervision as a mediator and attribution as a moderator of the relationship between leader abusive behavior and follower reactions. Follower reactions are defined in terms of exit, voice, loyalty, and neglect. Two studies using a two point experimental design and vignettes and a cross-sectional field study were conducted. Perception partly mediates the relationship between leader behavior and reactions (Study 1 and 2). Different attributions (intention, control) moderate the relationship between the perception of abusive supervision and reactions in Study 2 and 3. In Study 2, attribution of intentionality of the leader behavior served as a moderator of the relationship between abusive supervision and loyalty, turnover, and voice. Attribution of intentionality reduced the relationship between perception of abusive supervision and reactions. Attribution of intentionality only strengthened negative reactions when milder abusive leadership was perceived. These results were not supported in Study 3. However, in Study 3, attribution to the supervisor' control served as moderator for loyalty and voice. A stronger relationship between the perception of abusive supervision and reactions emerged for high vs. for low attribution to the supervisor. The differences in results between the studies reflect that in Study 1 and 2 abusive behavior was manipulated and in Study 3 the perception of abusive supervision of actual leaders was assessed. Our findings show that avoidance of abusive supervision should be taken seriously and followers' perception and suffering is not only due to subjective judgment but reflects actual differences in behavior. The relationships are stronger in the field study, because, in practice, abusive behaviors might be more ambiguous. The research presented here can help leaders to better understand their own and the followers' role in the perception of and reaction to abusive supervision.

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Section: Discussionsupporting

confidence: 91%

Is It Me or You?—How Reactions to Abusive Supervision Are Shaped by Leader Behavior and Follower Perceptions

Schyns

Felfe

Schilling³

2018

Front. Psychol.

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“…However it is important to emphasize that APJM is also a general management journal that welcomes and publishes research on meso and micro level phenomena. In the last 5 years we have accentuated our emphasis on micro level research publishing high quality studies in areas such as Asian leadership (Lam, Huang, & Lau, 2012;Sun, Xu, & Shang, 2014), abusive supervision (Wei & Si, 2013;Zhang & Liao, 2015), procedural justice (Lin, 2015;Lam, Loi, & Leong, 2013), emotion in organizations (Cheng, Huang, Lee, & Ren, 2012;Li, Ahlstrom, & Ashkanasy, 2010;Li, Ashkanasy, & Ahlstrom, 2014), leadership (Liden, 2012), and organizational identification (Liu, Lam, & Loi, 2014;Ngo, Loi, Foley, Zheng, & Zhang, 2013).…”

Section: Looking Forwardmentioning

confidence: 99%

Capacity building at the Asia Pacific Journal of Management

Carney

2015

Asia Pac J Manag

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“…The lack of supervisor and colleague support is significantly related to the three dimensions of burnout. Moreover, verbally abusive supervision has been empirically linked to burnout [34]. …”

Section: Introductionmentioning

confidence: 99%

Direct and Indirect Effects of Belief in a Just World and Supervisor Support on Burnout via Bullying

Desrumaux

Gillet

Nicolas

2018

IJERPH

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The aim of the study was to examine the mediating role of workplace bullying in how supervisor support and belief in a just world (BJW) are related to emotional exhaustion. A cross-sectional quantitative study using anonymous self-report questionnaires was conducted with 434 workers in France. The model was tested using a path analysis. First, the results revealed that BJW and support from the hierarchy were negatively related to emotional exhaustion. BJW and supervisor support were also negatively related to workplace bullying. Finally, harassment at work was positively related to emotional exhaustion. More generally, the results showed that social support from one’s superior and BJW were directly and indirectly related to emotional exhaustion via bullying at work. Our model thus suggests that BJW and supervisor support can be protective resources against bullying and exhaustion. We discuss the theoretical and practical implications of the present study, as well as some avenues for future research.

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Consequences of abusive supervision: A meta-analytic review

Cited by 202 publications

References 128 publications

Is It Me or You?—How Reactions to Abusive Supervision Are Shaped by Leader Behavior and Follower Perceptions

Is It Me or You?—How Reactions to Abusive Supervision Are Shaped by Leader Behavior and Follower Perceptions

Capacity building at the Asia Pacific Journal of Management

Direct and Indirect Effects of Belief in a Just World and Supervisor Support on Burnout via Bullying

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