Can abusive supervision create positive work engagement? The interactive moderating role of positive causal attribution and workplace friendship

Abstract

PurposeDeparting from previous research which shows that abusive supervision, as a salient job demand, induces detrimental employee outcomes, this study examines how to create constructive consequences of abusive supervision. To do so, the authors identify the boundary conditions to change the negative effect of supervisory abuse on employees’ work engagement in a positive direction. The authors examine the interactive moderating effect of a personal resource (i.e. positive causal attribution of abusive supervision) and a job resource (i.e. workplace friendship) on the relationship between abusive supervision and work engagement.Design/methodology/approachThe authors used data from a two-wave survey of 697 full-time workers with a time interval of one month and conducted three-way interaction analyses to test their hypothesized model.FindingsAbusive supervision increases employees’ work engagement when they make a positive causal attribution of abusive supervision (i.e. interpreting their abusive supervisor’s motives as promoting their job performance, rather than as intentionally harming them) and have favorable workplace friends.Originality/valueThe authors study offers a novel picture of abusive supervision by revealing that supervisory abuse can enhance employees’ work engagement when it is coupled with proper personal and job resources. In addition, this study highlights that in order to identify constructive effects of abusive supervision, it is critical to delve into the interaction between resources from these two domains to deal with abusive supervision.

A mindfulness perspective on the link between abusive supervision climate and team conflict

“…In addition, employees in teams with an abusive supervision climate can benefit from workplace programs that promote building coworker support (Rasheed et al , 2021) and friendship (Huh and Lee, 2022). They would also benefit from training in coping strategies (Srikanth, 2020), building psychological flexibility (Asim et al , 2023) and attribution training to focus on more positive attributions (Huh and Lee, 2022; Martinko et al , 2011).…”

Shop floor performance feedback, employee's motivation and engagement: study of a beverage distribution company

“…Spreitzer (1995) conducted a survey with Fortune 50 mid-level and found similar results, where high levels of performance feedback were related to high levels of motivation. Recent research has shown that supervisor interaction (Huh and Lee, 2022) and empowerment (Arshad et al ., 2021), including performance feedback, positively impact workers' engagement.…”

Abusive School Leadership Practices and Teacher Dissenting Voices: Analysis through Nancy Fraser and Miranda Fricker

“…Abusive practices do not manifest as isolated in the schools, but as an extension of behaviour emanating from communities or home environment. You would find that these leaders who practice it either do the same to their siblings, children or partners (Huh & Lee, 2021). Mackey, Frieder, Brees and Martinko (2017) identify two distinguishable subjective perceptions, one of which speaks to what supervisory leaders do (e.g., derogatory comments, uncontrolled outbursts, strategic undermining behaviour) and one of which addresses employees' attitudes toward their supervisors.…”