The Mechanisms of How Abusive Supervision Impacts on Subordinates'Voice Behavior

Li, Rui; Wenquan, Ling; Shishun, Liu

doi:10.3724/sp.j.1041.2009.01189

Cited by 15 publications

(17 citation statements)

References 33 publications

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“…Leadership's attitude towards subordinates and the degree of support to subordinates can have a significant impact on employee perceived organizational support [20]. Research has found that leadership's help and support to employees can effectively enhance their perceived organizational support (Rhoades & Eisenberger, 2002).…”

Section: Inclusive Leadership and Perceived Organizational Supportmentioning

confidence: 99%

Inclusive Leadership, Perceived Organizational Support, and Work Engagement: The Moderating Role of Leadership-Member Exchange Relationship

Hudie¹,

Chen²,

Zhao³

2017

Proceedings of the 2017 7th International Conference on Social Network, Communication and Education (SNCE 2017)

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Section: Inclusive Leadership and Perceived Organizational Supportmentioning

confidence: 99%

Inclusive Leadership, Perceived Organizational Support, and Work Engagement: The Moderating Role of Leadership-Member Exchange Relationship

Hudie¹,

Chen²,

Zhao³

2017

Proceedings of the 2017 7th International Conference on Social Network, Communication and Education (SNCE 2017)

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“…Two categories of mediator variables have been researched in the existing literature: one category deals with the psychological variables about an individual, such as organizationbased self-esteem (Yan and Huang 2012 ) and psychological safety , and the other deals with psychological variables about the relationship between an organization and the individual, such as the psychological ownership of an organization (Zhou and Long 2012 ) and perceived organizational support (Li et al 2009b ). Two categories of mediator variables have been researched in the existing literature: one category deals with the psychological variables about an individual, such as organizationbased self-esteem (Yan and Huang 2012 ) and psychological safety , and the other deals with psychological variables about the relationship between an organization and the individual, such as the psychological ownership of an organization (Zhou and Long 2012 ) and perceived organizational support (Li et al 2009b ).…”

Section: Diversity Of Perspectivesmentioning

confidence: 99%

“…The existing research has shown that leaders infl uence the formation and development of organizational cohesion, and leaders' quality and behaviors have a large impact on organizational cohesion (Chase et al 1997 ;Li et al 2009b ;Liu et al 2006 ). Democratic leadership is helpful in enhancing organizational cohesion (Nascimento Junior and Vieira 2013 ), and authoritarian leadership will weaken organizational cohesion ).…”

Section: Conceptual Overviewmentioning

confidence: 99%

“…The cohesion to leaders refers to the extent to which employees identify leaders and actively follow leaders (Li et al 2009b ). The cohesion to leaders refers to the extent to which employees identify leaders and actively follow leaders (Li et al 2009b ).…”

Section: Conceptual Overviewmentioning

confidence: 99%

“…In this situation, managers alone have been unable to solve all the problems organizations have faced (Li et al 2009b ). In this situation, managers alone have been unable to solve all the problems organizations have faced (Li et al 2009b ).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Diversity of Managerial Perspectives from Inside China

Foo¹

2016

Managing the Asian Century

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Managing the Asian Century provides a platform for scholastic discussions and stresses the need for a holistic framework to understand Asia as an emerging economic global powerhouse. Books published in this series cover Asia-centric topics in economics, production, marketing, fi nance, entrepreneurship, education, culture, technology, as well as other areas of importance to Asian economics. The series publishes edited volumes based on papers submitted to international and regional conferences that focus on specifi c Asia-Pacifi c themes, such as investment in education, women's rights, entrepreneurship, climate change, wage inequality, challenges in governance, and corruption. Books in this series are of keen interest to researchers and policy planners around the world and will be used by universities for graduate and doctoral level studies.More information about this series at

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A review of abusive supervision research

et al. 2013

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This paper reviews studies concerned with abusive supervision and provides a constructive revision of Tepper's 2007 model. As a result of our review of the recent research, we revised the 2007 Tepper model and added additional variables and casual paths to increase its explanatory potential. The model we propose distinguishes between abusive supervisory behavior and abusive supervisory perceptions, suggesting that each of these variables needs to be studied separately until we know more about how they are related. The revised model also explicitly recognizes possibilities for reverse causation and stresses the importance of subordinates' individual differences such as attribution style, negative affectivity, and implicit work theories, which have the potential to account for significant variability in subordinates' perceptions of abuse. Suggestions for future research based on the original relationships identified by the Tepper review as well as the variables and causal paths suggested in the revised model are provided. emerge as the result of our review. Next, we propose a constructive revision of the Tepper model, which addresses some of the limitations of the prior model and provides suggestions regarding the causal paths and variables that have the potential to explain significant variance in the outcomes associated with abusive supervision. We end with suggestions for future research.Before conducting our review of the recent research, we examined Tepper's (2007) review and the articles covered in his summary to make sure we understood his perspective. Although we agreed with many of his observations and recommendations, we also had some concerns about this body of research. These concerns centered around six issues. First, as noted by Tepper (2007), a majority of the data in these early studies was from single sources (usually the subordinate), and almost all of the research designs were cross-sectional. As a result, we are concerned that strong causal inferences are being made despite the limitations of these designs.Second, we are concerned that researchers appear to be assuming that commonly used abusive supervision measures are objective and reliable measures of abusive supervisory behaviors. Thus, for example, when discussing the results of his research on abusive supervision, Tepper (2000, p. 186) stated "subordinates whose supervisors were more abusive reported higher turnover, less favorable attitudes toward job, life, and organization." This would not be a problem if the statement said "subordinates whose supervisors were perceived to be more abusive" as opposed to "were more abusive," as the Tepper scale measures perceptions rather than behaviors. Third, we are concerned by the lack of validation of abusive supervision measures. We could not find any objective measure of abusive behavior that was related to Tepper's (2000) commonly used perceptual measure.Fourth, we are also concerned that researchers are ignoring plausible theoretical alternatives to the origins of perceptions of abusive supervis...

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The Mechanisms of How Abusive Supervision Impacts on Subordinates'Voice Behavior

Cited by 15 publications

References 33 publications

Inclusive Leadership, Perceived Organizational Support, and Work Engagement: The Moderating Role of Leadership-Member Exchange Relationship

Inclusive Leadership, Perceived Organizational Support, and Work Engagement: The Moderating Role of Leadership-Member Exchange Relationship

Diversity of Managerial Perspectives from Inside China

A review of abusive supervision research

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