Exploring the Influence of Abusive and Ethical Leadership on Supervisor and Coworker-Targeted Impression Management

Lukacik, Eden‐Raye; Bourdage, Joshua S.

doi:10.1007/s10869-018-9593-2

Cited by 16 publications

(18 citation statements)

References 85 publications

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“…Second, we examined upward ingratiatory behavior as an explanatory mechanism for the consequences of despotic leadership, in response to calls for continued investigations of the outcomes of authoritarian leadership styles (Li and Sun 2015;Schaubroeck et al 2017;Zhang and Xie 2017). Other mediators remain unexplored though, such as controversial, problemfocused voice activities (Liang et al 2012); the championing of innovative, change-inducing ideas (Howell and Boies 2004); or alternative impression management strategies, including exemplification, supplication, and intimidation (Lukacik and Bourdage 2018).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Ingratiating with Despotic Leaders to Gain Status: The Role of Power Distance Orientation and Self-enhancement Motive

2019

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This study adds to business ethics research by investigating how employees' exposure to despotic leadership might influence their peer-rated workplace status, along with a mediating role of ingratiatory behavior targeted at supervisors and a moderating role of their power distance orientation and self-enhancement motive. Multisource, three-wave data from employees and their peers in Pakistani organizations reveal that exposure to despotic leaders spurs employees' upward ingratiatory behavior, and this behavior in turn can help them attain higher status in the organization. The mediating role of upward ingratiatory behavior also is more prominent among employees with higher levels of power distance orientation and self-enhancement motive. For business ethics scholars, this study thus pinpoints a potentially dangerous pathway-featuring employees' deliberate efforts to impress self-centered, destructive supervisors-by which despotic leadership can generate beneficial outcomes for employees but not for the organization, as well as how this process varies due to key personal characteristics.

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Section: Limitations and Future Researchmentioning

confidence: 99%

Ingratiating with Despotic Leaders to Gain Status: The Role of Power Distance Orientation and Self-enhancement Motive

2019

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“…In particular, scholars have suggested that individuals may cope with shame constructively by trying to recover and protect one's self-concept (Frijda, Kuipers, & Ter Schure, 1989;Tangney, Miller, Flicker, & Barlow, 1996). Accordingly, building on a recent study by Lukacik and Bourdage (2019) that observed a positive cross-sectional association between abusive supervision and employee exemplification, we posit that employees may respond to shame resulting from abusive supervision by engaging in exemplification behaviours in an attempt to cultivate a positive image of being a dedicated employee (Bolino & Turnley, 2003). More specifically, exemplification is a form of impression management that involves potentially constructive (or at least not inherently destructive) behaviours such as coming to work early, staying late, working weekends, and appearing busy (Bolino & Turnley, 1999).…”

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confidence: 99%

Rising above: Investigating employee exemplification as a response to the experience of shame induced by abusive supervision

Kim

Holtz

2020

J Occupat & Organ Psyc

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Scholars have clearly demonstrated that abusive supervision can precipitate a variety of destructive reactions from employees. Employees, however, do not universally reciprocate mistreatment with their own destructive behaviour and yet our current understanding of how victims of abusive supervision might choose to react less destructively, or potentially constructively, is still limited. Further, we lack a sufficient understanding of the psychological mechanisms that help explain why employees may react less destructively to abusive supervision. Drawing from appraisal theories of emotions, this research investigates whether the emotion of shame helps to explain why employees might engage in exemplification as a relatively constructive coping strategy in response to abusive supervision. An experimental (Study 1) and a field study (Study 2) found that shame mediated the effect of abusive supervision on employee exemplification. We further examined locus of control as a moderator of the indirect relationship between abusive supervision and exemplification and found individuals with internal (compared to external) locus of control were more likely to experience shame from abusive supervision and cope with shame by engaging in exemplification. In turn, the positive relationship between abusive supervision and exemplification, via shame, was strengthened for individuals with internal locus of control. Practitioner points Practicing managers should help guide employees to make more informed judgements about how to react to abuse in ways that are most suitable for their well‐being and career. Common reactions such as leaving the organization or retaliating against the abusive supervisor may not be a good personal and professional choice for employees. As such, employees should know that there are other viable avenues, such as engaging in exemplification, that can help cope with shame induced by abusive supervision. Organizations should identify formal procedures and practices that reward and celebrate employees that go above and beyond. If employees perceive that their exemplification has gone unnoticed, they may feel that their self‐concept is not being restored at their desired rate, consequently driving employees to cope with the feeling of shame through withdrawal (e.g., turnover).

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“…Therefore, ingratiation can be a natural function for coping with an unfavorable work environment [ 53 ]. In the workplace, ingratiatory behaviors are widely used to deal with ostracism [ 54 ], abusive supervisors [ 55 ], and career barriers [ 53 ]. As a result, many terms are induced to conceptualize ingratiation roles, for example, as a neutralizer [ 55 ], adaptive strategy [ 53 ], adaptive process [ 56 ], and strategy enhancer [ 57 ].…”

Section: Introductionmentioning

confidence: 99%

Please Like Me: Ingratiation as a Moderator of the Impact of the Perception of Organizational Politics on Job Satisfaction

Fitriastuti

Larasatie

Vanderstraeten

2021

IJERPH

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Drawing from the negative impacts of the perception of organizational politics (POP) on the literature on organizational outcomes, the model proposed in this study examines a nonlinear relationship of POP on job satisfaction. In a similar way, ingratiation as a moderator variable is tested. Based on a survey of 240 state-owned enterprise employees in Indonesia, this study finds that POP exhibits an inverted U-shaped relationship with job satisfaction. Low and high levels of POP have a negative impact on job satisfaction. Nevertheless, our most intriguing finding is that ingratiation behavior not only strengthens POP’s effects on job satisfaction, but can also alter the direction of the relationship in which its shape is represented by a U-shape. This shape indicates that the employees who engage in high levels of ingratiation as a coping mechanism and adaptive strategy tend to do so when they perceive high degrees of POP. These results are then discussed from a cross-cultural perspective as an attempt to explain the legitimacy of ingratiation in Indonesia.

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Exploring the Influence of Abusive and Ethical Leadership on Supervisor and Coworker-Targeted Impression Management

Cited by 16 publications

References 85 publications

Ingratiating with Despotic Leaders to Gain Status: The Role of Power Distance Orientation and Self-enhancement Motive

Ingratiating with Despotic Leaders to Gain Status: The Role of Power Distance Orientation and Self-enhancement Motive

Rising above: Investigating employee exemplification as a response to the experience of shame induced by abusive supervision

Please Like Me: Ingratiation as a Moderator of the Impact of the Perception of Organizational Politics on Job Satisfaction

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