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On The Exchange of Hostility With Supervisors: An Examination of Self-Enhancing and Self-Defeating Perspectives

Published on Oct 1, 2015in Personnel Psychology 6.93
· DOI :10.1111/peps.12094
Bennett J. Tepper4
Estimated H-index: 4
(OSU: Ohio State University),
Marie S. Mitchell13
Estimated H-index: 13
(UGA: University of Georgia)
+ 2 AuthorsHee Man Park3
Estimated H-index: 3
(OSU: Ohio State University)
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Abstract
We invoke competing theoretical perspectives to examine the consequences for subordinates of involvement in relationships that vary in terms of downward hostility (i.e., hostility enacted by supervisors against direct reports) and upward hostility (i.e., hostility enacted by subordinates against immediate supervisors). Consistent with the perspective that targets of downward hostility are less likely to see themselves as victims when they perform acts of upward hostility, analysis of 2-wave data from a sample of supervised employees suggested that upward hostility weakens the deleterious effects of downward hostility on subordinates’ job satisfaction, affective commitment, and psychological distress. Study 2 directly examined the presumed mechanism that underlies the effects observed in Study 1. In a 3-wave sample, support was found for a moderated-indirect effect framework in which the indirect effects of downward hostility on subordinates’ attitudes and psychological distress (through victim identity) were weaker when upward hostility was higher. Study 2 results also suggested that the enhancing effect of upward hostility generalizes to subjective indicators of career satisfaction and future career expectations. Organizational authorities count on supervisory leaders to play a vital role in training and motivating direct reports to accomplish assigned
  • References (62)
  • Citations (12)
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References62
Newest
Published on Mar 1, 2014in Human Relations 3.37
Stefan Klaussner3
Estimated H-index: 3
(European University Viadrina)
I present a dyadic process model to explain the emergence of abusive supervision as an escalating process of supervisor–subordinate interaction. Based on a social exchange framework, the model draws on organizational justice and previous abusive supervision research, as well as insights from behavioral ethics literature. I argue that the emergence of abusive supervision originates from initial subordinate perceptions of supervisor injustice. When reconciliation does not occur, subordinate percep...
Published on Jan 1, 2014in Journal of Applied Psychology 5.07
Huiwen Lian11
Estimated H-index: 11
,
D. Lance Ferris22
Estimated H-index: 22
+ 1 AuthorsDouglas J. Brown29
Estimated H-index: 29
Drawing on various theoretical perspectives, extant research has primarily treated subordinate organizational deviance as a consequence of abusive supervision. Yet, social interaction theories of aggression and victimization perspectives provide support for the opposite ordering, suggesting that subordinate organizational deviance may be an antecedent of abusive supervision. By using a cross-lagged panel design, we empirically test the potentially reciprocal relation between abusive supervision ...
Published on Feb 1, 2013in Leadership Quarterly 5.63
Birgit Schyns32
Estimated H-index: 32
(Durham University),
Jan Schilling11
Estimated H-index: 11
Abstract While the focus on constructive leadership still dominates leadership research, an increasing number of studies investigate different forms of destructive leadership. This meta-analysis integrates different conceptualizations of destructive leadership and analyzes the relationship between destructive leadership and outcome variables. The search for articles yielded more than 200 studies of which 57 could be included in the meta-analysis. Results indicate the expected negative correlatio...
Published on Jan 7, 2013
Edward E. Lawler69
Estimated H-index: 69
,
Cortlandt Cammann10
Estimated H-index: 10
+ 1 AuthorsDouglas Jenkins1
Estimated H-index: 1
Published on Jan 1, 2013in Journal of Applied Psychology 5.07
Scott E. Seibert17
Estimated H-index: 17
(UI: University of Iowa),
Maria L. Kraimer28
Estimated H-index: 28
(Georgetown University)
+ 1 AuthorsAbigail J. Pierotti3
Estimated H-index: 3
Published on Jan 1, 2012in Journal of Applied Psychology 5.07
Marie S. Mitchell13
Estimated H-index: 13
,
Maureen L. Ambrose29
Estimated H-index: 29
This research examines employees' behavioral reactions to perceived supervisor aggression. The goal is to understand what makes employees react constructively or destructively to aggression. Three types of behavioral reactions are investigated: retaliation, coworker displaced aggression, and problem solving. We suggest employee reactions are influenced by individual and situational characteristics. We test these ideas by examining the moderating effects of 1 individual factor (locus of control) ...
Published on Jan 8, 2010in Deviant Behavior 1.49
Jennifer L. Dunn8
Estimated H-index: 8
(SIU: Southern Illinois University Carbondale)
What can the sociology of deviance contribute to victimology, the sociology of social problems, and social movements scholarship? Drawing on the foundational deviance literature on vocabularies of motive, aligning activities, and accounts, I conceptualize the social construction of victims and victimization as deviant, and how deviant identities are managed in different definitional realms, from micro-level self-processes through the cultural change new social movements seek to foster. I also ex...
Published on Jan 1, 2010in Journal of Personality and Social Psychology 5.92
Laura B. Luchies11
Estimated H-index: 11
(NU: Northwestern University),
Eli J. Finkel46
Estimated H-index: 46
(NU: Northwestern University)
+ 1 AuthorsMadoka Kumashiro19
Estimated H-index: 19
(Goldsmiths, University of London)
We build on principles from interdependence theory and evolutionary psychology to propose that forgiving bolsters one's self-respect and self-concept clarity if the perpetrator has acted in a manner that signals that the victim will be safe and valued in a continued relationship with the perpetrator but that forgiving diminishes one's self-respect and self-concept clarity if the perpetrator has not. Study 1 employed a longitudinal design to demonstrate that the association of marital forgiveness...
Published on Jan 1, 2010in Journal of Applied Psychology 5.07
Stefan Thau15
Estimated H-index: 15
(LBS: London Business School),
Marie S. Mitchell13
Estimated H-index: 13
(Terry College of Business)
Two competing explanations for deviant employee responses to supervisor abuse are tested. A self-gain view is compared with a self-regulation impairment view. The self-gain view suggests that distributive justice (DJ) will weaken the abusive supervision–employee deviance relationship, as perceptions of fair rewards offset costs of abuse. Conversely, the self-regulation impairment view suggests that DJ will strengthen the relationship, as experiencing abuse drains self-resources needed to maintai...
Bennett J. Tepper27
Estimated H-index: 27
(J. Mack Robinson College of Business),
Jon C. Carr19
Estimated H-index: 19
(TCU: Texas Christian University)
+ 3 AuthorsWei Hua2
Estimated H-index: 2
(Singapore Management University)
We conducted a two-study examination of relationships between abusive supervision and subordinates' workplace deviance. Consistent with predictions derived from power/dependence theory, the results of a cross-sectional study with employees from three organizations suggest that abusive supervision is more strongly associated with subordinates' organization deviance and supervisor-directed deviance when subordinates' intention to quit is higher. The results also support the prediction that when in...
Cited By12
Newest
Published on Jul 21, 2018in Journal of Business and Psychology 2.58
Sheryl Walter2
Estimated H-index: 2
(IU: Indiana University),
Scott E. Seibert2
Estimated H-index: 2
(UO: University of Oregon)
+ 1 AuthorsErnest H. O’Boyle8
Estimated H-index: 8
(IU: Indiana University)
Samples drawn from commercial online panel data (OPD) are becoming more prevalent in applied psychology research, but they remain controversial due to concerns with data quality. In order to examine the validity of OPD, we conduct meta-analyses of online panel samples and compare internal reliability estimates for scales and effect size estimates for IV–DV relations commonly found in the field with those based on conventionally sourced data. Results based on 90 independent samples and 32,121 par...
Published on Jun 13, 2019in Journal of Business Ethics 3.80
Jeremy D. Mackey10
Estimated H-index: 10
(AU: Auburn University),
Charn P. McAllister6
Estimated H-index: 6
(NU: Northeastern University),
Katherine C. Alexander (AU: Auburn University)
Research that examines unethical interpersonal treatment has received a great deal of attention from scholars and practitioners in recent years due to the remarkable impact of mistreatment in the workplace. However, the literature is incomplete because we have an inadequate understanding of insubordination, which we define as “subordinates’ disobedient behaviors that intentionally exhibit a defiant refusal of their supervisors’ authority.” In our study, we integrate social exchange theory and th...
Published on Sep 1, 2018in Journal of Management 9.06
Abdul Karim Khan6
Estimated H-index: 6
(United Arab Emirates University),
Sherry E. Moss6
Estimated H-index: 6
(Wake Forest University)
+ 1 AuthorsImran Hameed6
Estimated H-index: 6
(UOL: University of Lahore)
While we would typically expect poor performers to elicit abusive responses from their supervisors, we theorize that high performers may also be victims of abusive supervision. Specifically, we draw on social dominance theory to hypothesize and demonstrate that subordinate performance can have a positive, indirect effect on abusive supervision through the mediator of perceived threat to hierarchy. And this positive indirect effect prevails when the supervisor’s social dominance orientation is hi...
Published on Aug 1, 2018in Journal of Business Ethics 3.80
Qiang Wang2
Estimated H-index: 2
(ECUST: East China University of Science and Technology),
Nathan A. Bowling26
Estimated H-index: 26
(Wright State University)
+ 2 AuthorsHo Kwong Kwan20
Estimated H-index: 20
(SUFE: Shanghai University of Finance and Economics)
This study examines the mediating role of rumination, state anger, and blame attribution, and the moderating role of trait forgiveness in the relationship between workplace harassment intensity and revenge among employed students at a medium-sized Midwestern U.S. university (N = 310) and full-time employees from various industries in Shanghai, China (N = 251). We tested the proposed model using techniques described by Hayes (Introduction to mediation, moderation, and conditional process analysis...
Steven Mellor9
Estimated H-index: 9
(UConn: University of Connecticut),
Katherine Holzer (UConn: University of Connecticut)
How noneconomic benefits claimed by labor unions relate to union interest is not well articulated. Based on Torres and Bergner’s (Journal of the American Academy of Psychiatry and the Law, 38, 195–204, 2010; Psychotherapy, 49, 492–501, 2012) analysis of severe public humiliation, in which status enhancement underlies recovery, we examined an augmented relationship between humiliation at work (the underside of dignity at work) and willingness to join a union. As hypothesized, nonunion employees w...
Published on Apr 3, 2018in Personnel Review 1.36
Junghyun Lee5
Estimated H-index: 5
(UM: University of Michigan)
Purpose This paper examines whether observed hostility mediates the link between passive leadership and sexual harassment. The study also investigates how workplace gender ratio might moderate this mediated relationship. Design/methodology/approach This study used online survey data by recruiting full-time working employees in various US organizations and industries. Findings Results suggest that when working under a passive leader, both men and women are more likely to experience sexual harassm...
Published on Mar 1, 2018in Personnel Psychology 6.93
Allison S. Gabriel13
Estimated H-index: 13
(UA: University of Arizona),
Joel Koopman10
Estimated H-index: 10
(A&M: Texas A&M University)
+ 1 AuthorsRussell E. Johnson34
Estimated H-index: 34
(MSU: Michigan State University)
Scholars have paid an increasing amount of attention to organizational citizenship behaviors (OCBs), with a particular emphasis on helping others at work. In addition, recent empirical work has focused on how OCB is an intraindividual phenomenon, such that employees vary daily in the extent to which they help others. However, one limitation of this research has been an overemphasis on well-being consequences associated with daily helping (e.g., changes in affect and mental depletion) and far les...
Published on Feb 1, 2018in Leadership Quarterly 5.63
Lindie H. Liang4
Estimated H-index: 4
(WLU: Wilfrid Laurier University),
Douglas J. Brown29
Estimated H-index: 29
(UW: University of Waterloo)
+ 3 AuthorsLisa M. Keeping14
Estimated H-index: 14
(WLU: Wilfrid Laurier University)
Abstract When a subordinate receives abusive treatment from a supervisor, a natural response is to retaliate against the supervisor. Although retaliation is dysfunctional and should be discouraged, we examine the potential functional role retaliation plays in terms of alleviating the negative consequences of abusive supervision on subordinate justice perceptions. Based on the notion that retaliation following mistreatment can restore justice for victims, we propose a model whereby retaliation fo...