Social Dominance Orientation and Mentorship

Martín, Daniel; Bok, Stephen

doi:10.1057/9781137325709.0014

Cited by 1 publication

(1 citation statement)

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“…Martin et al (2015), for example, found that business majors, who were higher in SDO than humanities majors (Sidanius et al, 1991), were more likely to justify the inequality in current economic systems and lack compassion for those in lower hierarchical positions. Other research has shown that individuals high in SDO are more likely to distance themselves from members of low-status groups, like subordinates or protégés, because they believe in their own superiority (Martin & Bok, 2014;Shao, Resick, & Hargis, 2011). Finally, Rosette, Carton, Bowes-Sperry, and Hewlin (2013) used SDT to explain how majority groups in the workplace (who tend to be higher in SDO) are more likely to use racial slurs as a serious form of interpersonal aggression intended to sustain social inequality.…”

Section: Sdtmentioning

confidence: 99%

When and How Subordinate Performance Leads to Abusive Supervision: A Social Dominance Perspective

Khan

Moss

Quratulain³

et al. 2016

Journal of Management

132

196

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While we would typically expect poor performers to elicit abusive responses from their supervisors, we theorize that high performers may also be victims of abusive supervision. Specifically, we draw on social dominance theory to hypothesize and demonstrate that subordinate performance can have a positive, indirect effect on abusive supervision through the mediator of perceived threat to hierarchy. And this positive indirect effect prevails when the supervisor's social dominance orientation is high. We found support for our theoretical model using data collected from supervisor-subordinate dyads.The majority of the research on abusive supervision to date has focused on its negative individual and organizational consequences, such as psychological distress, job dissatisfaction, turnover, emotional exhaustion, and counterproductive behavior, including deviance Acknowledgments: We would like to acknowledge the helpful, constructive, and developmental comments of associate editor Michelle Duffy and two anonymous Journal of Management reviewers throughout the review process.

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