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The influence of abusive supervision on employees’ motivation and extra-role behaviors: The daily-basis investigation

Published on Jun 5, 2019in Chinese Management Studies0.94
· DOI :10.1108/CMS-04-2018-0495
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Abstract
Purpose The purpose of this paper is to attempt to unlock how and why abusive supervision influences employees’ day-to-day behaviors. Thus, the present study proposes that employees who are continuously faced with a supervisor’s hostile verbal and nonverbal behavior might obstruct their willingness to exhibit two different kinds of extra-role behaviors [i.e. organizational citizenship behavior (OCB) and voice] because sustained abusive behavior might hinder employees from their tasks and result in disengagement. Abused employees are more likely to disengage from their current tasks, and this is likely to in turn result in lower OCB and voice. Design/methodology/approach The data were collected from a Taiwan mid-sized high-tech manufacturing company. The present study adopted a within-person approach (a daily-basis research design) and collected data from 60 front-line employees over 10 working days. Although all variables were self-rated, common method variance is minor. Confirmatory factor analysis (CFA) was conducted to ensure discriminant and convergent validity, and hierarchical linear modeling (HLM) was used to test the hypotheses. Findings The results of CFA ensure the measures have discriminant and convergent validity, while the results of HLM analysis showed that work engagement fully mediates the negative relationship between abusive supervision and the two kinds of extra-role behaviors. The bootstrapping results also support the full mediation effect of work engagement. Originality/value The present study used the job demands-resources model to examine how abusive supervision influences employees’ OCB and voice and found that work engagement is one possible mechanism between these two types of extra-role behavior. Specifically, a daily research design discovered that in a given working day, once a leader exhibits abusive supervision behavior, compared with any given day without abusive behaviors, employees will find it difficult to focus on their current tasks (i.e. through exhibiting decreased work engagement), which will in turn influence their willingness to exhibit OCB and voice on that particular day. Thus, both researchers and managers should focus on the daily interactions between leaders and employees because it is impossible to achieve organization success in one day, but rather such success is the aggregate result of both leaders’ and employees’ daily efforts.
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Newest
Ståle Einarsen51
Estimated H-index: 51
(University of Bergen),
Anders Skogstad22
Estimated H-index: 22
(University of Bergen)
+ 2 AuthorsMorten Birkeland Nielsen27
Estimated H-index: 27
(STAMI: National Institute of Occupational Health)
AbstractThe present study investigates a potential preventive factor in relation to workplace bullying. Specifically, we examine how climate for conflict management (CCM) may be related to less bullying, increased work engagement, as well as whether CCM is a moderator in the bullying engagement relationship. The study was based on a cross-sectional survey among employees in a transport company (N = 312). Hypotheses were tested simultaneously in a moderated mediation analysis which showed that bu...
Published on Aug 14, 2017in Journal of Management Development
Manish Gupta7
Estimated H-index: 7
,
Musarrat Shaheen4
Estimated H-index: 4
,
Prathap K. Reddy1
Estimated H-index: 1
Purpose The purpose of this paper is to examine the mediating role of work engagement (WE) between psychological capital (PsyCap) and the two facets of organizational citizenship behavior (OCB) which involves both individual and organization. It also examines the moderating role of perceived organizational support (POS) between PsyCap and WE, and WE and the two facets of OCB. Design/methodology/approach A total of 293 responses gathered from employees working in diverse service sector industries...
Published on Jul 1, 2017in Journal of Management9.06
Jeremy D. Mackey10
Estimated H-index: 10
(AU: Auburn University),
Rachel E. Frieder6
Estimated H-index: 6
(ODU: Old Dominion University)
+ 1 AuthorsMark J. Martinko8
Estimated H-index: 8
(FAMU: Florida A&M University)
We conducted a meta-analysis and empirical review of abusive supervision research in order to derive meta-analytic population estimates for the relationships between perceptions of abusive supervision and numerous demographic, justice, individual difference, leadership, and outcome variables. The use of psychometric correction enabled us to provide weighted mean correlations and population correlation estimates that accounted for attenuation due to measurement error and sampling error variance. ...
Published on Jan 1, 2017in Journal of Occupational Health Psychology5.13
Kimberley Breevaart8
Estimated H-index: 8
(EUR: Erasmus University Rotterdam),
Arnold B. Bakker97
Estimated H-index: 97
(EUR: Erasmus University Rotterdam)
Using job demands-resources (JD-R) theory, the present study integrates the challenge stressor-hindrance stressor framework and leadership theory to investigate the relationship between daily transformational leadership behavior and employee work engagement. We hypothesized that daily transformational leadership behavior (a) sustains employee work engagement on days characterized by high challenge job demands, and (b) protects work engagement on days characterized by high hindrance job demands. ...
Antje Schmitt12
Estimated H-index: 12
(University of Kassel),
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam),
Frank D. Belschak17
Estimated H-index: 17
(UvA: University of Amsterdam)
This study explores the role of work engagement as an affective–motivational mechanism through which transformational leadership may relate to proactive behaviour. In line with a resource-based approach (Hobfoll, 1989), we hypothesize that employees only invest resources provided through work engagement into proactivity when job strain is low. Under conditions of high job strain, work engagement is less likely to translate into proactive behaviours. In contrast, for core task-related job perform...
Published on Jul 2, 2016in Organization Management Journal
Melinda L. Scheuer2
Estimated H-index: 2
(NIU: Northern Illinois University),
James P. Burton14
Estimated H-index: 14
(NIU: Northern Illinois University)
+ 2 AuthorsChristopher P. Parker13
Estimated H-index: 13
(NIU: Northern Illinois University)
ABSTRACTThis research extends the differentiated job demands–resource model by integrating the main propositions of the transactional theory of stress to examine how cognitive appraisal processes link employee perceptions of abusive supervision to engagement and exhaustion. Two studies were conducted using a broad sample of employees. Study 1 developed the abusive supervision demand appraisal measure (ABSDAM). Study 2 examined the role that challenge or hindrance demand appraisals play in employ...
Published on Jul 1, 2016in Business Ethics Quarterly2.79
Long W. Lam17
Estimated H-index: 17
(UM: University of Macau),
Raymond Loi23
Estimated H-index: 23
(UM: University of Macau)
+ 1 AuthorsYan Liu6
Estimated H-index: 6
(WHU: Wuhan University)
Given the importance of voice in ethical leadership theory, we analyze the relationship of ethical leadership to employee voice and the relationship of voice to exit intentions. Building on the theory of work engagement, we further hypothesize that cognitive engagement mediates these proposed relationships. To test these propositions, we conduct a field study to relate ethical leadership of supervisors, measured at time 1, to employees’ cognitive job engagement, measured at time 2. The analyses ...
Published on Jan 1, 2016in Journal of Applied Psychology5.07
Szu Han Joanna Lin3
Estimated H-index: 3
(MSU: Michigan State University),
Jingjing Ma1
Estimated H-index: 1
(MSU: Michigan State University),
Russell E. Johnson34
Estimated H-index: 34
(MSU: Michigan State University)
The literature to date has predominantly focused on the benefits of ethical leader behaviors for recipients (e.g., employees and teams). Adopting an actor-centric perspective, in this study we examined whether exhibiting ethical leader behaviors may come at some cost to leaders. Drawing from ego depletion and moral licensing theories, we explored the potential challenges of ethical leader behavior for actors. Across 2 studies which employed multiwave designs that tracked behaviors over consecuti...
Published on Dec 1, 2015in Asia Pacific Journal of Management2.74
Yucheng Zhang1
Estimated H-index: 1
(SWUFE: Southwestern University of Finance and Economics),
Zhenyu Liao4
Estimated H-index: 4
(NUS: National University of Singapore)
While a plethora of studies have examined the relationships between abusive supervision and outcomes, there is a lack of a comprehensive and systematic framework that integrates the consequences and moderators of abusive supervision. We fill the void in the abusive supervision literature through conducting a quantitative review. Based on a meta-analysis of 119 independent samples (N = 35,239), we found that abusive supervision was related to subordinates’ attitudes, well-beings, organizational j...
Published on Nov 3, 2014in Academy of Management Journal7.19
Christopher M. Barnes24
Estimated H-index: 24
(UW: University of Washington),
Lorenzo Lucianetti8
Estimated H-index: 8
+ 1 AuthorsMichael S. Christian16
Estimated H-index: 16
(UNC: University of North Carolina at Chapel Hill)
We examine the daily sleep of leaders as an antecedent to daily abusive supervisory behavior and work unit engagement. Drawing from ego depletion theory, our theoretical extension includes a serial mediation model of nightly sleep quantity and quality as predictors of abusive supervision. We argue that poor nightly sleep influences leaders to enact daily abusive behaviors via ego depletion, and these abusive behaviors ultimately result in decreased daily subordinate unit work engagement. We test...
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