Supervisor Workplace Stress and Abusive Supervision: The Buffering Effect of Exercise

Abstract

Purpose We examine how supervisor stress is associated with employee-rated abusive supervision. In addition, we test the premise that higher levels of physical exercise by supervisors can buffer the negative effects of stress on their relationship with their subordinates. Design/Methodology/Approach A matched sample of 98 employed individuals and their direct supervisors was used to test our hypotheses. Findings Results suggest that increased levels of supervisor-reported stress are related to the increased experience of employee-rated abusive supervision. We also find that the relationship between supervisor stress and abusive behavior can be diminished when supervisors engage in moderate levels of physical exercise. Implications While the current economic conditions and a host of other trying workplace factors mean that supervisors are likely to experience workplace stress, we found evidence that they do not necessarily have to transfer these frustrations onto those they supervise. Our study supports a link between supervisor stress and employee perceptions of abusive supervision, but this is a link that can be loosened if supervisors engage in moderate levels of physical exercise. Originality/Value The results of this study add to the modest number of antecedents to abusive supervision that have been discovered in existing research. In addition, this is the first study to examine how exercise can buffer the relationship between supervisor stress and employee perceptions of abusive supervision. Keywords Abusive supervision Á Stress Á Exercise Demands for high productivity, the quest for efficiency, and the competitiveness of modern work organizations have contributed to an environment for workers where job stressors are many and commonplace. Supervisors, who are usually responsible for carrying out changes during turbulent economic times, are especially at risk of experiencing increased levels of stress at work (Hogan and Overmyer-Day 1994; Srivastava et al. 1994). Therefore, at the present time perhaps more than ever, it is crucial for researchers to understand how supervisors react to stressful working situations. One possible result of supervisors experiencing distressing and/or dissatisfying conditions in their working environments is abusive supervision (Rafferty et al. 2010; Tepper 2007). The literature on abusive supervision (''subordinates' perceptions of the degree to which their direct supervisors engage in the sustained display of hostile verbal and nonverbal behaviors toward them''-Tepper 2000, p. 178; examples include lying, public ridicule, and

Rallying the Troops or Beating the Horses? How Project-Related Demands Can Lead to Either High-Performance or Abusive Supervision

“…In other research, Burton, Hoobler, and Scheuer () reported that increased stress experienced by the supervisor also increases the likelihood of engaging in behaviors perceived by subordinates as abusive. Similarly, in an investigation of individual differences associated with abusive supervision, Kiazad, Restubog, Zagencyzk, Kiewitz, and Tang () found that subordinate perceptions of abusive supervision are positively associated with supervisor Machiavellianism.…”

Impact of psychological capital on innovative performance and job stress

“…The shortened version was previously used by Jamal and Baba (). This scale was used because of its good psychometric properties as reported in recent studies conducted in Western settings (Burton, Hoobler, & Scheuer, ; Hunter, & Thatcher, ) and in Pakistan (Jamal, , ). The items include “Sometimes when I think about my job I get a tight feeling in my chest” and “I have too much work and too little time to do it in.” The reliability of this scale is α = .71.…”

Abuse for status: A social dominance perspective of abusive supervision.

“…For example, abusive supervision may be a response to perceptions of mistreatment by employers (Bushman et al, 2005;Pedersen, Gonzales, & Miller, 2000). Supervisors who are assigned to achieve exceedingly difficult goals tend to feel angry and anxious, and they may accordingly direct abusive behavior at their subordinates (Mawritz, Folger et al,2014;Burton, Hoobler, & Scheuer, 2012;Harris, Harvey, & Kacmar, 2011;Mawritz, Dust et al, 2014). Some studies have also suggested that abusive supervision emerges as a behavior that is learned from upper-level leaders (e.g., Liu et al, 2012).…”