Defeating abusive supervision: Training supervisors to support subordinates.

Abstract

Although much is known about the antecedents and consequences of abusive supervision, scant attention has been paid to investigating procedures to reduce its frequency. We conducted a quasiexperiment to examine the effects of supervisor support training on subordinate perceptions of abusive supervision and supervisor support. Supervisors (n = 23) in 4 restaurants were trained in 4 supportive supervision strategies (benevolence, sincerity, fairness, and experiential processing) during 4 2-hr sessions over a period of 2 months. We compared perceived supervisor support and abusive supervision before and 9 months after training for 208 employees whose supervisors received support training and 241 employees in 4 similar control restaurants. Compared to employees in the control restaurants, employees whose supervisors received the support training reported higher levels of perceived supervisor support and less abusive supervision. These findings suggest that a relatively brief training program can help managers become more supportive and less abusive. Theoretical and practical implications for effectively managing abusive supervision are discussed. (PsycINFO Database Record

Discrete emotions linking abusive supervision to employee intention and behavior

“…Alternatively, 360° review system for the managers may serve the same purpose. In addition, organizations may reduce abusive supervision by training their leaders in supportive supervision characterized by benevolence, sincerity, fairness, and mindfulness (Gonzalez‐Morales, Kernan, Becker, & Eisenberger, ). Gonzalez‐Morales et al.’s study found that managers who attended four 2‐hr training sessions on supportive supervision were rated by their subordinates nine months later as exhibiting significantly lower levels of abusive supervision.…”

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

“…The finding of this study reveal that abusive supervision in the workplace can deteriorate the perceived trust-in-supervisor, which eventually affects the tendency of cooperation of frontline employees to supervisors. Hence, in this regard, there is a need to formulate organizational policies that are based on organization-wide zero tolerance against abusive behaviors [78,79], which lead to sustainable employment relationships. Moreover, managers are also advised to improve the selection and recruitment process of supervisors in order to curtail the abusive supervision in the workplaces.…”

Emotional labour profiles: Associations with key predictors and outcomes

“…To take surface acting prevention one step further, managers and practitioners should show concern for the extent to which their employees feel supported by their organizations and supervisors and foster these perceptions. Recently, Gonzalez-Morales, Kernan, Becker, and Eisenberger (2016) provided evidence for the effectiveness of a brief supervisor support training program including four strategies (i.e., benevolence, sincerity, fairness, and experiential processing). Among other ways to achieve this objective, top management might promote a supportive culture within their organization, for instance, by providing to employees the resources they need to perform they job effectively, by providing assurance of security during stressful times, and by promoting justice and fairness in the way policies are implemented and rewards distributed (Eisenberger & Stinglhamber, 2011).…”