Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice.

Thau, Stefan; Mitchell, Marie S.

doi:10.1037/a0020540

Cited by 304 publications

(338 citation statements)

References 149 publications

(228 reference statements)

Supporting

Mentioning

318

Contrasting

Unclassified

Order By: Relevance

“…Demanding situations can deplete one's personal resources, and thereby impair one's ability to behave appropriately (Baumeister & Heatherton, 1996;Muraven & Baumeister, 2000). Perceptions that employees are high maintenance should trigger managers' sense making processes (Thau & Mitchell, 2010). A leader may, for example, ponder why an employee is acting in ways that are perceived to be high maintenance and what effect these behaviors are having on others.…”

Section: Self-regulation Impairmentmentioning

confidence: 99%

Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders

Tepper¹,

Simon²

2015

Research in Personnel and Human Resources Management

View full text Add to dashboard Cite

Section: Self-regulation Impairmentmentioning

confidence: 99%

Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders

Tepper¹,

Simon²

2015

Research in Personnel and Human Resources Management

View full text Add to dashboard Cite

“…Ferguson et al, 2009). Consequently, the act of being victimized or threatened by a narcissist leader impairs or marginalizes employees' self-resources (Thau and Mitchell, 2010). When self-regulatory resources are impaired, victims (employees) experience more psychological strain, have low trust (in their leader), are unable to maintain appropriate attitudes such as job satisfaction, commitment, and embeddedness, and engage, instead, in deviant behavior (Palanski and Yammarino, 2009;Thau and Mitchell, 2010).…”

Section: Ln and Subordinate Embeddednessmentioning

confidence: 99%

“…Moreover, researchers have used self-resources principles to explain consequences of abusive and narcissistic leadership (Thau and Mitchell, 2010). In particular, theorists argue that narcissistic leadership drains employees of self-resources (e.g.…”

Section: Ln and Subordinate Embeddednessmentioning

confidence: 99%

Leader narcissism and subordinate embeddedness

Erkutlu

Chafra

2017

EMJB

View full text Add to dashboard Cite

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...

show abstract

“…Bordia et al, 2008;Mitchell and Ambrose, 2007;Skarlicki and Folger, 1997). This motivation is seen to be grounded in negative reciprocity and quid pro quo norms (Gouldner, 1960).Conversely, more recently it has been suggested that as opposed to a 'motivation' (per se), workplace deviance may be brought about through an employee's inability to self-control (or self-regulate) their behavior (Thau, Aquino, and Poortvliet, 2007;Thau and Mitchell, 2010).Self-regulation theory (Baumeister, Vohs and Tice, 2007;Baumeister, 1998) suggests that the work environment requires employees to constantly regulate their behavior in order to facilitate social functioning (Vohs and Ciarocco, 2004). As such, self-regulation requires effort (Baumeister, Bratslavsky, Muraven, and Tice, 1998;Muraven and Baumeister, 2000); when individuals no longer have the self-resources to control their behavior, they may be subject to impulsive urges, desires and emotions (Hagger, Wood, Stiff, and Chatzisarantis, 2010), which may be anti-social in nature.…”

mentioning

confidence: 99%

Core self-evaluations and workplace deviance: The role of resources and self-regulation

Neves

Champion

2015

European Management Journal

View full text Add to dashboard Cite

In this study, we examine the relationship between employees' core self-evaluations (CSE) and workplace deviance. Further, taking a person-environment perspective, we utilize a conservation of resources framework (Hobfoll, 1989), proposing that the degree to which employees are able to attain resources, versus the extent to which resources are drained from the individual, acts as a mediating mechanism between CSE and deviance. Specifically, we propose that employees' CSE is related to deviance through its association with a decrease in the depletion of resources (utilized as emotional exhaustion) and an increase in the ability to garner external resources by fostering social exchange relationships within the workplace (utilized as trust in the supervisor).Data were collected from 518 employee-supervisor dyads across 35 different organizations.Results revealed that trust in the supervisor fully mediated the relationship between CSE and deviance directed both at other individuals and the organization, whilst emotional exhaustion was a significant mediator for the relationship between CSE and interpersonal deviance.Implications for theory and practice are also discussed. CSE, RESOURCES AND DEVIANCE 3Core self-evaluations and workplace deviance:The role of resources and self-regulation IntroductionIn recent years, there has been a significant degree of interest regarding workplace deviance Robinson, 2000, 2003; Bennett, 1995, 1997 -for a review see Berry, Ones, and Sackett, 2007), which has been defined as "voluntary behavior of organizational members that violates significant organizational norms, and in so doing, threatens the well-being of an organization, its members, or both" (Robinson and Bennett, 1995: 556).Further, some scholars have looked to understand why employees engage in such deviant behaviors; however, there appears to be a lack of consensus as to what promotes, and subsequently motivates, workplace deviance. For example, some scholars have argued that the cause of deviant behavior can primarily be explained through situational factors; suggesting deviance is a reaction to negative situations, such as injustice (e.g. Skarlicki and Folger, 1997;Skarlicki, Folger, and Tesluk, 1999), the failure of others to fulfill obligations (e.g. Bordia, Restubog, and Tang, 2008), or abusive supervision (e.g. Mitchell and Ambrose, 2007, Tepper, 2000, 2007Thau, Bennett, Mitchell, and Marrs, 2009). Other scholars have focused on the influence of individual factors, such as the personality traits of narcissism (e.g. Judge, LePine, and Rich, 2006) and conscientiousness (e.g. Mount, Ilies, and E. Johnson, 2006); which suggests that individuals have different predispositions regarding their interpretations of, and interactions with, the wider social context. Surprisingly, considering the size of the extant literature, there have been relatively fewer studies that have considered both individual factors, and situational influences, with regard to the antecedents of workplace deviance (some notable exceptions include: A...

show abstract

Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice.

Cited by 304 publications

References 149 publications

Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders

Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders

Leader narcissism and subordinate embeddedness

Core self-evaluations and workplace deviance: The role of resources and self-regulation

Contact Info

Product

Resources

About