Abusive Supervision and Negative Employee outcomes: The Moderating Effects of Intimidation and Recognition

Abstract

Given the conservation of resources (COR) theory, this study examines the moderating effects of intimidation and recognition on the relationship between abusive supervision and a subordinate's job tension, emotional exhaustion, and turnover intention. Consistent with past research, the study found a positive relationship between abusive supervision and negative employee outcomes. However, regardless of the strong theoretical and empirical literature support for the moderating effects of intimidation and recognition on the direct relationship of abusive supervision and negative employee outcomes, empirical data did not reveal any moderating effects of the moderating variables, neither as a single construct nor as a combined construct. For the study, data has been collected through a convenient sampling technique from 443 professional employees in the telecommunications sector in Pakistan. The study contributes to the literature by focusing on the largely ignored subordinate's impression management tactic (e.g. intimidation) and the top management's recognition of the subordinate's job, on the relationship between abusive supervision and negative employee outcomes. Theoretical contributions and practical implications are discussed in the conclusion.

Who do we blame for abusive supervision?

“…Our results are further supported by COR theory insofar as they show a positive relationship between employees' intimidation and emotional exhaustion, which in turn is positively related to their perceptions of AS. Hence, we have extended the COR perspective and the current scholarship of AS—that subordinates' emotional exhaustion is due to external factors, such as Machiavellian leadership (Gkorezis, Petridou, & Krouklidou, 2015), colleagues or supervisor's mistreatment (Harvey et al, 2007; Khan, 2015), perceived hostile climate (Mawritz et al, 2014), or organizational cynicism (Gkorezis et al, 2015)—by accentuating and examining individuals' internal factors (such as their own negative behaviours, or intimidation) as a potential antecedent that prompts feelings of emotional exhaustion. Moreover, intimidation provides a breeding ground for their perceptions of AS, which subsequently puts them in a blame‐game situation wherein the supervisor is linked to AS.…”

“…Intimidation occurs when “individuals seek to be viewed as intimidating by threatening or bullying others” (Bolino & Turnley, 2003, p. 143). Intimidating behaviours includes making threats, displaying anger, and bullying (Bolino & Turnley, 1999; Khan, 2015). Specifically, intimidation is used to control others' perceptions about oneself (Bolino & Turnley, 2003), in which perpetrators maintain that non‐compliance will be dealt with an iron fist (Jones, 1990).…”

“…Supervisors' work‐related negative behaviour, such as abusive supervision (AS), was formally recognized by Tepper (2000) and defined as “subordinates' perception of the extent to which supervisors engage in the sustained display of hostile verbal and non‐verbal behaviours, excluding physical contact” (p. 178). Representative behaviours include sabotaging, ignoring subordinates, ridiculing, and breaking promises (Bies & Tripp, 1998, 2005; Khan, 2015). Tepper's work thus effectively redirected scholarly interest toward the dark side of leadership, triggering a plethora of subsequent research in this area (Martinko, Harvey, Brees, & Mackey, 2013).…”

Good to be disliked? Exploring the relationship between disapproval of organizations and job satisfaction in the French context

“…Using those tools, they can recourse to impression management techniques within the organization (Khan, 2015) and not only as an interaction with outsiders.…”

Good to be Disliked? Exploring the Relationship Between Disapproval of Organizations and Job Satisfaction in the French Context.

“…When Monsanto was facing a global backlash against GMO, the French branch put a lot of efforts justifying its social role to its employees (using GMO to fight hunger) and how it "makes their employees proud" 2 . Using those tools, they can recourse to impression management techniques within the organization (Khan, 2015) and not only as an interaction with outsiders.…”