Standing by Your Organization: The Impact of Organizational Identification and Abusive Supervision on Followers’ Perceived Cohesion and Tendency to Gossip

Decoster, Stijn; Camps, Jeroen; Stouten, Jeroen; Vandevyvere, Lore; Tripp, Thomas M.

doi:10.1007/s10551-012-1612-z

Cited by 92 publications

(80 citation statements)

References 68 publications

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“…Abusive supervisory behaviors involves criticizing publicly, making mockery, showing rudeness, breaking promises, inconsiderate actions, and the silent treatments (Bies, 2000). Abusive supervisors often intimidate and humiliate, use derogatory names, shout, and ridicule their employees (Decoster et al, 2013). The abusive supervision has received increasing attention because of its detrimental consequences for employees and organizations (Farh & Chen, 2014).…”

Section: Abusive Supervisionmentioning

confidence: 99%

“…The abusive supervision has received increasing attention because of its detrimental consequences for employees and organizations (Farh & Chen, 2014). Although a number of researchers have revealed that abusive supervision has a negative impact and undesirable outcomes (Decoster et al, 2013;Tepper et al, 2009). However, empirical results and the role of abusive su-pervision on employee creativity is little and incompatible.…”

Section: Abusive Supervisionmentioning

confidence: 99%

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Understanding the Role of Creative Self-Efficacy and Power Distance Orientation for Examining the Consequences of Abusive Supervision on Employee Creativity: A Case Study from Nepal

Rauniyar¹,

Ding²,

Rauniyar³

2017

OJL

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The present study investigates the effect of abusive supervision on employee creativity. For this, a psychological cognitive factor such as creative self-efficacy and cultural value namely power distance orientation have been examined based on social cognitive theory. Results are gathered from a survey of 325 full-time employees from 17 companies covering six industries in the central and eastern development regions of Nepal. The results indicate that abusive supervision is negatively related to employee creativity and this relationship is fully mediated by creative self-efficacy. In addition, it is evident from our results that employees' power distance orientation plays a moderating role. The direct effect of abusive supervision on creative self-efficacy and the mediating effect of creative self-efficacy are weaker when the power distance orientation is high rather than low. The implications of our study for both theory and practical are discussed.

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Section: Abusive Supervisionmentioning

confidence: 99%

Section: Abusive Supervisionmentioning

confidence: 99%

Understanding the Role of Creative Self-Efficacy and Power Distance Orientation for Examining the Consequences of Abusive Supervision on Employee Creativity: A Case Study from Nepal

Rauniyar¹,

Ding²,

Rauniyar³

2017

OJL

View full text Add to dashboard Cite

show abstract

“…Examples of abusive supervisory behaviors include public ridicule (Tepper, 2000), employing the silent treatment, explosive outbursts, aggressive eye contact (Zellars, Tepper, & Duffy, 2002), breaking promises, invading privacy, lying, taking credit for subordinates' work (Harris, Kacmar, & Zivnuska, 2007), supervisors' violations of normative standards (Unal, Warren, & Chen, 2012), and purposely withholding needed information (Zellars et al, 2002). A growing scholarly interest in abusive supervision has emerged as more research has shown it to not only negatively affect the attitudes and behaviors of employees but also bring significant economic costs to the organization (Avey, Wu, & Holley, 2015;Decoster, Camps, Stouten, Vandevyvere, & Tripp, 2013;Palanski, Avey, & Jiraporn, 2014;Tepper, 2007;Tepper, Duffy, Hoobler, & Ensley, 2004).…”

Section: Introductionmentioning

confidence: 99%

Double Jeopardy: Subordinates’ Worldviews and Poor Performance as Predictors of Abusive Supervision

2016

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Purpose-To test a moderated mediation model where a positive relationship between subordinates' perceptions of a dangerous world-the extent to which an individual views the world as a dangerous place-and supervisory abuse is mediated by their submission to authority figures, and that this relationship is heightened for more poorly performing employees. Design/methodology/approach-Data were obtained from 173 subordinates and 45 supervisors working in different private sector organizations in Pakistan. Findings-Our model was supported. It appears that subordinates' dangerous worldviews are positively associated with their perceptions of abusive supervision and that this is because such views are likely to lead to greater submission to authority figures. But this is only for those employees who are performing more poorly. Implications-We highlight the possibility that individual differences (worldviews, attitudes to authority figures and performance levels) may lead employees to become victims of abusive supervision. As such, our research informs organizations on how they may better support supervisors in managing effectively their subordinate relationships and, in particular, subordinate poor performance. Originality/value-We add to recent work exploring subordinate-focused antecedents of abusive supervision, finding support for the salience of the previously untested constructs of individual worldviews, authoritarian submission and individual job performance. In so doing we also extend research on dangerous worldviews into a new organizational setting. Finally, our research takes place within a new Pakistani context, adding to the burgeoning non-US based body of empirical work into the antecedents and consequences of abusive supervision.

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“…That is, although such situations may promote greater job dissatisfaction, this may be a catalyst for women to take action, especially because they may feel more confident in expressing their opinions while in the presence of other women. In fact, previous research on abusive supervision in the workplace has also demonstrated that, while having an abusive supervisor primarily results in negative employee outcomes, these experiences may also serve to foster greater team cohesion in the face of abuse (Decoster, Camps, Stouten, Vandevyvere, & Tripp, ). Taken together, our findings may represent a very small “snapshot” of a complex process that unfolds over time and involves various ups and downs.…”

Section: Discussionmentioning

confidence: 99%

Does Reducing Male Domination in Teams Attenuate or Intensify the Harmful Effects of Perceived Discrimination on Women's Job Satisfaction? A Test of Competing Hypotheses

et al. 2018

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This study tested competing theoretical predictions surrounding the moderating effect of male domination in teams on the relation between women's perceptions of gender discrimination and their job satisfaction. Using archival data from an all‐female sample of active military personnel (n = 3,015) comprising 321 work teams, which fell on a continuum from less male dominated to more male dominated, we found that the extent to which teams were male dominated moderated the negative link between perceived gender discrimination and job satisfaction, such that perceptions of discrimination were more negatively related to job satisfaction for women working in teams that were less male dominated than for those working in teams that were more male‐dominated. We conclude by discussing the implications of our findings for research and practice and highlight several avenues for future research.

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Standing by Your Organization: The Impact of Organizational Identification and Abusive Supervision on Followers’ Perceived Cohesion and Tendency to Gossip

Cited by 92 publications

References 68 publications

Understanding the Role of Creative Self-Efficacy and Power Distance Orientation for Examining the Consequences of Abusive Supervision on Employee Creativity: A Case Study from Nepal

Understanding the Role of Creative Self-Efficacy and Power Distance Orientation for Examining the Consequences of Abusive Supervision on Employee Creativity: A Case Study from Nepal

Double Jeopardy: Subordinates’ Worldviews and Poor Performance as Predictors of Abusive Supervision

Does Reducing Male Domination in Teams Attenuate or Intensify the Harmful Effects of Perceived Discrimination on Women's Job Satisfaction? A Test of Competing Hypotheses

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