When Does Abusive Supervision Foster Ineffectual and Defensive Silence? Employee Self-Efficacy and Fear as Contingencies

Dedahanov, Alisher Tohirovich; Abdurazzakov, Odiljon Sobirovich; Fayzullaev, Abdulkhamid Komil ugli; Sun, Wei

doi:10.3390/su14010231

Cited by 8 publications

(5 citation statements)

References 40 publications

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“…Third, in light of the linkage between IER strategies and psychological entitlement, our findings suggest managers use it as an emotional communication tool to capitalize on the benefits of these employees. To do so, it is advisable to grant idiosyncrasy credits to these employees through creating an open door for arguments and feeling like they have a voice [76,77]. Through taking their viewpoints on routine issues, managers could be able to read their minds and communicate with them more effectively [78].…”

Section: Managerial Implicationsmentioning

confidence: 99%

Leaders’ Emotion Regulation and the Influence of Respect and Entitlement on Employee Silence

2022

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Although numerous researchers have examined leaders’ behavior in promoting employee voice, so far, there have been limited empirical studies in interpersonal emotion regulation (IER) and employee silence literature. This study aims to investigate how leaders’ IER can break the barrier of employee silence through examining the mediating roles of perceived mutual recognition respect and psychological entitlement. To enhance sustainable organization practices, this may be the first study that identifies leaders’ IER strategies as an effective communication tool for diminishing employee silence. By collecting data from 315 management employees in Pakistan, the hypothesized relationships were tested using path analysis and bootstrapping technique with AMOS. Our findings support the mediating role of mutual recognition respect and psychological entitlement in leaders’ IER and employee silence relationship. More specifically, while mutual recognition respect mediates the relationship between leaders’ problem-focused strategies and employee silence, psychological entitlement mediates the association of both problem-focused and emotion-focused strategies with employee silence. In line with the research findings, we have highlighted some notable theoretical contributions and managerial implications. Further, we present limitations and future research directions.

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Section: Managerial Implicationsmentioning

confidence: 99%

Leaders’ Emotion Regulation and the Influence of Respect and Entitlement on Employee Silence

2022

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“…Similar to workplace bullying, continuous abusive supervision may also cause employees to protect their remaining resources from further loss and consequently exhibit less knowledge-sharing behavior [48]. Thus, fear strengthens the link between abusive supervision and employees' defensive silencing of themselves [7].…”

Section: Abusive Supervision and Employee Silencementioning

confidence: 99%

Social Capital—Can It Weaken the Influence of Abusive Supervision on Employee Behavior?

2023

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The travel industry has been severely affected by the COVID-19 outbreak. The operating pressure on enterprises has sharply increased, leading to the prominent phenomenon of abusive supervision. Managers employ this management method so that employees perceive work pressure as motivation to work harder and improve their performance. Employees may adopt the behavior of defensive silence to protect themselves from abusive supervision, which can subsequently affect employee behavior. However, social capital and relationships may lessen this effect. This study analyzed survey data on 475 workers from the Chinese tourism service industry to examine the mediating role of workers’ defensive silence under abusive supervision, employee behavior, and the moderating role of social capital. The results showed that abusive supervision does not promote employee performance but hinders employee growth. Employees’ defensive silence also affects employee behavior and has a partially mediating role in the relationship between abusive supervision and employee behavior. Social capital can mitigate the negative impact of abusive supervision on employee behavior. This study theoretically expands the applicable scope of employee silence as a mediating variable and social capital as a moderating variable. It is helpful for managers to change their negative leadership style, follow the suggestions of employees, pay attention to the organizational atmosphere, and enhance their team cohesion.

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“…Dyne et al (2003) define employee silence as employee motivation to withhold the delivery of ideas, information, and opinions regarding development in performance-related matters. Silence can be divided into unitary and multidimensional structures (Dedahanov et al, 2022). The unitary construct of silence looks at how often and likely people are to share information.…”

Section: Literature Review Employee Silencementioning

confidence: 99%

The effect of abusive supervision on employee silence with the mediation role of emotional exhaustion and moderate leader-member exchange

Sridadi

Admojo

Himmawan

et al. 2022

Bisma (Bisnis Manaj.)

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Employee silence is a phenomenon in the workplace where an employee withholds all ideas and information, triggered by emotional exhaustion resulting from negative affectivity, such as abusive supervision in the workplace. The leader-member exchange level also affects employees' intensity when holding back all ideas and information they have at work. This study aims to determine the effect of abusive supervision on employee silence, mediated by emotional exhaustion and the moderating effect of leader-member exchange. The variables used in this study are abusive supervision, employee silence, emotional exhaustion, and leader-member exchange. This study used quantitative methods and questionnaires as data collection tools and analysed it using PLS. One hundred PT. XYZ’s employees participated in this study as the respondent. This study shows that abusive supervision significantly affects employee silence and emotional exhaustion. Emotional exhaustion partially mediates the impact of abusive supervision on employee silence, and leader-member exchange does not moderate the effect of abusive supervision on emotional exhaustion. The novelty of study leverages employee emotional exhaustion instead of organizational politics to mediate the relationship between abusive supervision and employee silence.

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When Does Abusive Supervision Foster Ineffectual and Defensive Silence? Employee Self-Efficacy and Fear as Contingencies

Cited by 8 publications

References 40 publications

Leaders’ Emotion Regulation and the Influence of Respect and Entitlement on Employee Silence

Leaders’ Emotion Regulation and the Influence of Respect and Entitlement on Employee Silence

Social Capital—Can It Weaken the Influence of Abusive Supervision on Employee Behavior?

The effect of abusive supervision on employee silence with the mediation role of emotional exhaustion and moderate leader-member exchange

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