Interpersonal Deviance and Abusive Supervision: The Mediating Role of Supervisor Negative Emotions and the Moderating Role of Subordinate Organizational Citizenship Behavior

Eissa, Gabi; Lester, Scott W.; Gupta, Ritu

doi:10.1007/s10551-019-04130-x

Cited by 68 publications

(70 citation statements)

References 68 publications

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“…Even if employees are nervous, fearful and anxious, they will not implement organizational deviant behaviors such as being late, leaving early, or leaving. On the contrary, most of the interviewed employees will work harder, hoping not to be laid off by the company, and resolve their inner dissatisfaction through interpersonal deviance tools such as complaints and cliques [ 26 ].…”

Section: Conclusion and Discussionmentioning

confidence: 99%

The Influence of the COVID-19 Event on Deviant Workplace Behavior Taking Tianjin, Beijing and Hebei as an Example

Liu

Zhang

Zhao

2020

IJERPH

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Background: Since the beginning of 2020, the Corona Virus Disease has broken out globally. This public health incident has had a great impact on the work and life of the public. Aim: Based on the event system theory, this article explored the influence of the “COVID-19” event on emotional exhaustion and deviant workplace behaviors. Methods: This survey’s objects are employees working in Tianjin, Beijing, Hebei affected by the epidemic. Using the questionnaire star, the online platform of the Marketing Research Office of Peking University and “snowball” methods 700 questionnaires were collected. Results: The response rate was 89.71% (n = 700). Female employees are more sensitive to the perceived event strength of the novel coronavirus pneumonia than male employees (F = 10.94, p <0.001); Employees aged 30–40 affected by the epidemic have the highest level of emotional exhaustion (F = 5.22, p < 0.01); A higher education level leads to a higher level of emotional exhaustion (F = 4.74, p < 0.01); The emotional exhaustion is polarized with the annual family income (F = 4.099, p < 0.01). Conclusions: The novelty, disruption, criticality of the Corona Virus Disease event has had a positive impact on the emotional exhaustion of employees in the workplace; Emotional exhaustion plays a partly mediating role between event strength with constructive deviant behaviors, and destructive deviant behaviors. Emotional exhaustion has a positive effect on creative constructive deviant behaviors, challenging constructive deviant behaviors, and interpersonal destructive deviant behaviors. Emotional exhaustion has a negative impact on organizational destructive deviant behaviors, and has no significant impact on interpersonal constructive deviant behaviors.

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Section: Conclusion and Discussionmentioning

confidence: 99%

The Influence of the COVID-19 Event on Deviant Workplace Behavior Taking Tianjin, Beijing and Hebei as an Example

Liu

Zhang

Zhao

2020

IJERPH

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“…Therefore, this phenomenon needs research focus as this a basic contributor to the development of any organization. The findings of Eissa (2019) also shown that the employee with OCB characteristics will less likely to deviate from their jobs and be more associated with their job in the organization despite their other negative influencing factors. Furthermore, Khan (2020) examined that OCB is of vital importance that seems to dominate over other behaviors in an employee without any involvement of any rewards; even the employee considers his duty of being loyal and committed to the organization.…”

Section: Introductionmentioning

confidence: 86%

Predicting Organizational Citizenship Behavior among Universities’ Contractual Teaching Staff: A Developing Country Perspective

Ahmad

Shahid

2020

RAMSS

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This study provides insights about the relationship between job insecurity, honesty-humility, and reciprocity and organization citizenship behavior, whereas impression management plays its role of a mediator. Data collected using a questionnaire from 710 contractual employees from public and private sector universities of southern Punjab, Pakistan. Exploratory factor analysis and confirmatory factor analysis are used for scale validation and regression analysis to test the following hypothesis. A comparative analysis was conducted to know citizenship behavioral intentions of public and private sector contractual teaching staff. A T-test approach was utilized for comparing two samples. No significant difference among private and public sector teaching staff was found regarding organizational citizenship behavior. All other hypothesis, directly and indirectly, were supported with positive impacts, except job insecurity which found having a negative direct relation with both impression management and organization citizenship behavior. The study provides useful insights for both academicians and universities’ administration.

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“…Not only did our study show a significant association between follower resistance and leaders' experienced negative affect, but this emotional response also mediates the association between follower resistance and leaders' destructive behavior. To the best of our knowledge, only one other study by Eissa et al (2020) has previously examined the role of negative affect in the relationship between provoking follower behavior (i.e., CWB) and destructive leadership, however, the authors examined follower interpersonal deviance (i.e., nonsupervisory interpersonal deviance that is directed at other followers). Thus, we extend this previous work by focusing specifically on follower resistance as negative follower behavior that is directed at the leader.…”

Section: Theoretical and Methodological Implicationsmentioning

confidence: 99%

“…Although prior research has primarily focused on the consequences of destructive leader behavior (e.g., diminished job satisfaction, well-being, and follower performance; Mackey et al, 2017;Martinko et al, 2013;Schyns & Schilling, 2013;Zhang & Liao, 2015), only limited research has accounted for its possible antecedents (Eissa et al, 2020). For example, in a meta-analytic review on the antecedents of abusive supervision (Zhang & Bednall, 2016) the authors emphasize a "relatively nascent state of research" (p. 467) in this area.…”

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confidence: 99%

The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior

Güntner

Klasmeier

Klonek

et al. 2021

Journal of Leadership & Organizational Studies

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This study focuses on follower resistance as a potential antecedent of destructive leader behavior and examines leader-related moderators and mediators to help explain the relationship between follower resistance and destructive leader behavior. Drawing from implicit followership theories, we propose that the relationship between follower resistance and destructive leader behavior is moderated by leaders’ Theory X schema. Furthermore, we build on affective events theory to hypothesize that follower resistance increases destructive leader behavior via leaders’ negative affect. We tested our hypotheses in a within-subjects online field experiment. Our study findings demonstrate that follower resistance increases destructive leader behavior and that this relationship is mediated through leaders’ negative affect and moderated by leaders’ Theory X schema. We discuss theoretical implications regarding the impact of (resistant) follower behavior on destructive leadership and offer methodological advances in terms of research design and analytical approaches to deal with endogeneity issues and derive causal inferences. Lastly, we derive practical implications for utilizing follower resistance.

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Interpersonal Deviance and Abusive Supervision: The Mediating Role of Supervisor Negative Emotions and the Moderating Role of Subordinate Organizational Citizenship Behavior

Cited by 68 publications

References 68 publications

The Influence of the COVID-19 Event on Deviant Workplace Behavior Taking Tianjin, Beijing and Hebei as an Example

The Influence of the COVID-19 Event on Deviant Workplace Behavior Taking Tianjin, Beijing and Hebei as an Example

Predicting Organizational Citizenship Behavior among Universities’ Contractual Teaching Staff: A Developing Country Perspective

The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior

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