Cleansing my abuse: A reparative response model of perpetrating abusive supervisor behavior.

Liao, Zhenyu; Yam, Kai Chi; Johnson, Russell E.; Liu, Wu; Song, Zhaoli

doi:10.1037/apl0000319

Cited by 116 publications

(163 citation statements)

References 72 publications

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“…Specifically, we found a positive relationship between daily leader hubristic pride and consideration (γ = 0.19, p < .01), failing to support Hypothesis 2. Consistent with recent research on leaders' responses to their own abusive behaviors (Liao, Yam, Johnson, Liu, & Song, 2018), one possible explanation for this relationship is that leaders use consideration to try to repair relationships with followers following abuse (i.e., to ameliorate the negative impact of abusive behaviors that were prompted by the momentary experience of hubristic pride earlier that day). Another possible explanation could be that different motives can underlie these typically beneficial leader behaviors.…”

Section: Pride-leadership Behavior Relationshipsmentioning

confidence: 66%

Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

Yeung

Shen

2019

J Organ Behavior

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Summary Pride, a discrete emotion that drives the pursuits of achievement and status, is crucial to consider in leadership contexts. Across three studies, we explored how leaders' experiences of authentic and hubristic pride were associated with their leadership behaviors. In Study 1, a field study of leader–follower dyads, leader trait authentic pride was associated with the use of more effective (i.e., consideration and initiating structure) and fewer ineffective (i.e., abusive supervision) leadership behaviors, and hubristic pride was associated with more abusive behaviors. In Study 2, a daily diary study, on days when leaders experienced more authentic pride than usual, they used more effective leadership behaviors than usual, whereas on days when leaders experienced more hubristic pride than typical, they were more likely to engage in abusive supervision than typical. In Study 3, a scenario‐based experiment, leaders who experienced more authentic pride in response to our experimental manipulation were more likely to intend to use effective leadership behaviors. In contrast, those who experienced more hubristic pride were less likely to use these behaviors and more likely to intend to be abusive. Overall, this work highlights the importance of pride for leadership processes and the utility of examining discrete and self‐conscious emotions within organizations.

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Section: Pride-leadership Behavior Relationshipsmentioning

confidence: 66%

Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

Yeung

Shen

2019

J Organ Behavior

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“…Previous research demonstrates the relationship between abusive supervision and supervisors' self-reports of well-being (Foulk et al, 2018), recovery (Qin et al, 2018), constructive leadership behavior (Liao et al, 2018;Priesemuth & Bigelow, 2020), and subordinates' evaluations of performance (Priesemuth & Bigelow, 2020 Our work also introduces role theory as a framework for examining abusive supervision. ORT explains how organizational roles contribute to perceptual heterogeneity in organizations (Katz & Kahn, 1978).…”

Section: Discussionmentioning

confidence: 95%

“…Most research on abusive supervision has examined the influence of abuse on subordinate outcomes (Mackey, Frieder, Brees, & Martinko, 2017). Currently, only four studies (Foulk et al, 2018;Liao et al, 2018;Priesemuth & Bigelow, 2020;Qin et al, 2018) consider the effect of abusive supervision on the supervisor.…”

Section: Abusive Supervision and Managerial Evaluations Of Supervismentioning

confidence: 99%

“…A few studies have examined the relationship between selfreported abusive supervision and supervisors' outcomes. This research examines the relationship with supervisors' self-reported well-being (Foulk, Lanaj, Tu, Erez, & Archambeau, 2018), recovery (Qin, Huang, Johnson, Hu, & Ju, 2018), and constructive leadership behavior (Liao, Yam, Johnson, Liu, & Song, 2018;Priesemuth & Bigelow, 2020) as well as subordinate-rated supervisor performance and organizational citizenship behavior (OCB; Priesemuth & Bigelow, 2020). However, none of these studies has considered supervisor outcomes that stem from supervisors' superiors.…”

Section: Introductionmentioning

confidence: 99%

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Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors' performance

Ambrose

Ganegoda

2020

J Organ Behavior

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Recognizing that supervisor-subordinate dyads exist within a broader organizational hierarchy, we examine how the individual's role within the organizational hierarchy influences perceptions of abusive supervision. Specifically, we examine how supervisors' abusive behaviors are perceived by abusive supervisors' managers as well as abusive supervisors' subordinates. Drawing on role theory, we propose that these perceptions will differ. Further, we suggest that these differences will be reflected in different relationships between manager-rated abusive supervision and subordinate-rated abusive supervision and managers' evaluations of supervisor performance. Results from manager-supervisor-subordinate triads indicate differences between managers' and subordinates' view of abusive supervision. Further, managers' perceptions of abuse were related to supervisors' in-role performance, whereas subordinates' perceptions of abuse were related to workgroup performance. In Study 2, we replicate these findings and expand our investigation to an examination of supervisors' contextual performance. Additionally, we examine another contextual characteristic-aggressive climate-and demonstrate it influences how abusive supervision relates to managerial evaluations of supervisor performance. Future research and managerial implications are discussed.

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“…During the period in which the study took place, participants were engaged in full‐time internships (40+ hr/week) in a variety of industries (e.g., IT, Banking and Finance, Law, Manufacturing, Tourism and Hospitality, and Healthcare) and had been in their jobs for at least 1 month prior to the start of our study. Because of the within‐person experimental nature of our study, participants were instructed that the minimal participation rate was 80% of the surveys, and consistent with prior research recommending that poor responders should be dropped from ESM samples (Barnes, Lucianetti, Bhave, & Christian, ; Liao, Yam, Johnson, Liu, & Song, ; Rosen, Koopman, Gabriel, & Johnson, ; Uy, Lin, & Ilies, ), we only retained participants who completed all surveys on at least 8 of the 10 days of the study . In our final sample of 142 participants, the average age was 22.65 years ( SD = 1.63) and the majority (65.5%) was female.…”

Section: Studymentioning

confidence: 99%

It's lonely at the bottom (too): The effects of experienced powerlessness on social closeness and disengagement

Foulk

Pater

Schaerer

et al. 2019

Personnel Psychology

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Although "powerlessness" is a pervasive experience for employees, prior social power research has predominantly focused on consequences of "powerfulness." This has led to contradictory predictions for how experienced powerlessness influences employees' social perceptions and behaviors. To resolve this theoretical tension, we build on Social Distance Theory (Magee & Smith) to develop a theoretical model suggesting that experienced powerlessness reduces social closeness and subsequently causes social disengagement behaviors both at work (reduced helping and increased interaction avoidance) and at home (increased withdrawal). Our model also elucidates the processes that cause powerlessness to reduce social closeness, demonstrating that employees' affiliation motive and their expectation of others' interest in affiliating explain this relationship. We further propose that the effect of powerlessness on social closeness will be stronger for employees high (vs. low) in political skill because these employees are more attuned to workplace power dynamics. We find support for our model in an experiencesampling field experiment and two experimental scenario studies.Our research clarifies the effects of powerlessness on social closeness and organizationally relevant downstream consequences, qualifies dominant assumptions that the powerless always behave in ways opposite those of the powerful, and demonstrates the importance of political skill as a moderator of power's effects. K E Y W O R D Sdisengagement, political skill, powerlessness, social distance Personnel Psychology. 2020;73:363-394.wileyonlinelibrary.com/journal/peps

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Cleansing my abuse: A reparative response model of perpetrating abusive supervisor behavior.

Cited by 116 publications

References 72 publications

Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors' performance

It's lonely at the bottom (too): The effects of experienced powerlessness on social closeness and disengagement

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