Supervisor undermining and submissive behavior: Shame resilience theory perspective

Fatima, Tasneem; Majeed, Mehwish; Jahanzeb, Sadia

doi:10.1016/j.emj.2019.07.003

Cited by 27 publications

(48 citation statements)

References 94 publications

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“…The vast majority of employees in Pakistan speak English well (Irshad et al, 2020). Earlier studies have also collected data in English and did not face any language-related issues (e.g., Fatima et al, 2020). The items in each scale were presented sequentially.…”

Section: Instrumentsmentioning

confidence: 99%

Relationship Between Problematic Social Media Usage and Employee Depression: A Moderated Mediation Model of Mindfulness and Fear of COVID-19

et al. 2020

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Social media plays a significant role in modern life, but excessive use of it during the COVID-19 pandemic has become a source of concern. Supported by the conservation of resources theory, the current study extends the literature on problematic social media usage during COVID-19 by investigating its association with emotional and mental health outcomes. In a moderated mediation model, this study proposes that problematic social media use by workers during COVID-19 is linked to fear of COVID-19, which is further associated with depression. The current study tested trait mindfulness as an important personal resource that may be associated with reduced fear of COVID-19 despite problematic social media use. The study collected temporally separate data to avoid common method bias. Pakistani employees (N = 267) working in different organizations completed a series of survey questionnaires. The results supported the moderated mediation model, showing that problematic social media use during the current pandemic is linked to fear of COVID-19 and depression among employees. Furthermore, trait mindfulness was found to be an important buffer, reducing the negative indirect association between problematic social media use and depression through fear of COVID-19. These results offer implications for practitioners. The limitations of this study and future research directions are also discussed.

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Section: Instrumentsmentioning

confidence: 99%

Relationship Between Problematic Social Media Usage and Employee Depression: A Moderated Mediation Model of Mindfulness and Fear of COVID-19

et al. 2020

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“…Given the important role of supervisor behavior in shaping employee identity (Van Knippenberg et al, 2004), negative feedback from supervisors can be particularly salient in evoking employees' shame. Surprisingly, however, there has been little empirical examination of this relationship, thus, limiting our knowledge about the formation of shame in supervisor-subordinate interactions (e.g., Fatima et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Feeling shame in the workplace: Examining negative feedback as an antecedent and performance and well‐being as consequences

Sun

Jepsen

2021

J Organ Behavior

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Shame is a powerful but understudied emotion in organizational settings, and its antecedents and consequences have been of key interest. Drawing on Daniels and Robinson's (2019) framework of organizational shame, we first investigated supervisor negative feedback, a common practice in supervisor-subordinate interactions, as a predictor of employees' shame. We further investigated the daily effects of shame on well-being and performance. The hypothesized model was tested using a daily diary method from 119 full-time employees across five consecutive working days.The results show that supervisor negative feedback is associated with employees' feelings of shame at the within-person level, increasing their end-of-work emotional exhaustion while improving their next-day in-role and extra-role performance.Further, individual-level leader-member exchange (LMX) moderated the relationship between negative feedback and shame, with the relationship being stronger under high LMX. We discuss how our study contributes to the shame literature by emphasizing the predictive role of negative feedback and the repair motive of shame in determining its consequences.

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“…Palabras clave: Liderazgo de servicio Comportamiento manipulativo explotador Maquiavelismo Éxito subjetivo en la carrera profesional Poder social Paquistán Leadership research is becoming increasingly focused on the complex nature of the relationship between leaders and followers (Fatima et al, 2019;Lu et al, 2019). Servant leaders promote sustainable performance from subordinates through their positive and empathetic behavior (Hunter et al, 2013;Kashyap & Rangnekar, 2014).…”

Section: R E S U M E Nmentioning

confidence: 99%

Servant Leadership and Machiavellian Followers: A Moderated Mediation Model

Fatima

Majeed

Jahanzeb

et al. 2021

Revista De Psicología Del Trabajo Y De Las Organizaciones

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Despite promoting positive employee outcomes, servant leaders may become the victim of manipulation by followers. The current study investigates this underexplored side of servant leadership by examining the employee-related outcomes of the interaction between servant leadership and follower Machiavellianism through mediating mechanism of exploitative manipulative behavior. It is argued that employees high in Machiavellianism engage in exploitative manipulative behavior to achieve subjective career success and social power while working with a servant leader. We used PROCESS macro to analyze our mediation and moderated mediation hypotheses, respectively. We collected data in a time-lagged design (three-time lags) from 320 dyads (self and peer) responses from service sector organizations. The results fully supported our hypotheses. Limitations and future research directions are also presented.

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Supervisor undermining and submissive behavior: Shame resilience theory perspective

Cited by 27 publications

References 94 publications

Relationship Between Problematic Social Media Usage and Employee Depression: A Moderated Mediation Model of Mindfulness and Fear of COVID-19

Relationship Between Problematic Social Media Usage and Employee Depression: A Moderated Mediation Model of Mindfulness and Fear of COVID-19

Feeling shame in the workplace: Examining negative feedback as an antecedent and performance and well‐being as consequences

Servant Leadership and Machiavellian Followers: A Moderated Mediation Model

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