How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective

Abstract

Rebecca J.; Mitchell, Marie S.; and Marrs, Mary Beth, "How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective" (2008). Management Department Faculty Publications. 2.

Supervisor Incivility and Employee Silence: Does Chinese Traditionality Matter?

“…We controlled for respondents" demographic variables, including age, gender, education, tenure and occupation in the organization. As previous research suggested that these variables affect employees' behavior (Thau et al, 2009).To ensure the accuracy of the results, these variables are controlled.…”

Benevolent Leadership and Interpersonal Deviant Behaviors in Higher Education

“…Participants' age, gender and organizational tenure (in years) were controlled since prior research has found them to be significant predictors of interpersonal deviance (Thau et al 2009). Therefore, their omission when examining the influence of benevolent leadership on interpersonal deviance could potentially bias the regression results.…”

A Step towards Distinction between Supervisory Impulsive and Strategic Abuse

“…The majority of the studies have also concentrated upon its consequences: work-family conflict (Hoobler & Brass, 2006;Tepper, 2007), lower job performance (Harris, Kacmar, & Zivnuska, 2007), lower job and life satisfaction (Tepper, 2000;Tepper et al, 2004), decreased self-esteem (James P Burton & Hoobler, 2006), psychological distress (Tepper, 2000(Tepper, , 2007 and increased deviant behaviour (Mitchell & Ambrose, 2007;Thau, Bennett, Mitchell, & Marrs, 2009) supervisors' communication styles (Baird & Bradley, 1978) and the way they clarify an employee's job objectives and roles can result in high employees' morale (Ivancevich & Donnelly Jr, 1974;Maher & Piersol, 1970;Rizzo, House, & Lirtzman, 1970;Tosi, 1971). …”