It's Only Abusive If I Care

Bormann, K.; Gellatly, Ian R.

doi:10.1027/1866-5888/a000295

Cited by 15 publications

(14 citation statements)

References 64 publications

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“…Unexpectedly, abusive supervision did not directly impact employees’ creativity. Although abusive supervision is a negative experience (Liu et al , 2020; Saleem et al , 2021; Wu and Du, 2022) and usually causes damage to an individual’s emotions, attitudes and behaviours (Ahmad and Begum, 2020; Bormann and Gellatly, 2022; Shah and Saeed Hashmi, 2019), being abused by leaders did not directly halt employees’ creative work behaviours.…”

Section: Resultsmentioning

confidence: 99%

Does employees’ gender matter? Investigating the indirect effect of abusive supervision on employee creativity through job insecurity in Indonesia

Syamsidah

Wirawan

Salam

2023

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Purpose This study aims to investigate the effect of abusive supervision on employees’ creativity through the mediating role of job insecurity and the moderating role of subordinate gender in Indonesia. Design/methodology/approach Data were collected from various sources using online recruitment methods. The abusive supervision scale, job insecurity scale and employee creativity scale were the three measures in this study. Participants completed a three-wave data collection procedure using an online survey platform. After removing participants with incomplete and careless responses, the final data set contained 515 usable responses. Findings The results suggested that the negative effect of abusive supervision on employees’ creativity was mediated by job insecurity, and employees’ gender moderated this adverse effect. Gender roles shaped how employees respond to their leader’s hostile behaviours. In Indonesia, abusive supervision increased employees’ job insecurity and consequently reduced their creativity. However, the damage was more profound for the male employees than the female employees. Practical implications Gender role theory and perspectives are essential in explaining leader–employee interactions and must be included in leadership strategies. Also, support and resources must be provided equally for both male and female employees. However, more attention must be given to male employees to ensure their security working in organisations. Finally, some interventions are necessary to mitigate the effect of abusive supervision. Originality/value This study offers insight into how male and female employees, in a traditional gender role culture like Indonesia, respond to their leader’s abusive behaviours.

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Section: Resultsmentioning

confidence: 99%

Does employees’ gender matter? Investigating the indirect effect of abusive supervision on employee creativity through job insecurity in Indonesia

Syamsidah

Wirawan

Salam

2023

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“…Abusive behaviors of supervisors may comprise holding back task-related information and public ridicule and condemnation (Ampofo, 2021;Ma et al, 2021). At high levels of abusive supervision, employees are more likely to feel psychologically distressed, as abusive supervisors are unlikely to recognize their great contributions toward the organization (Ampofo, 2021;Bormann and Gellatly, 2022). Because recognition has instrumental value, employees who are refused recognition from supervisors are less likely to obtain other valuable work-associated resources to boost their on-the-JE (Hobfoll, 2001;Kiazad et al, 2014).…”

Section: Ijchm 3510mentioning

confidence: 99%

The effect of employee recognition on restaurant employees’ job embeddedness, knowledge sharing and service orientation: abusive supervision as a moderator

Ampofo

Karatepe

Mensah

et al. 2023

IJCHM

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Purpose The purpose of this paper is to develop and test a research model that explores the interrelationships of employee recognition, job embeddedness (JE), knowledge sharing, service orientation and abusive supervision. Specifically, the model proposes that JE mediates the impact of recognition on knowledge sharing and service orientation, while abusive supervision moderates the indirect influence of recognition on knowledge sharing and service orientation via JE. The model also proposes that JE and knowledge sharing mediate the link between recognition and service orientation in a sequential manner. Design/methodology/approach Data were gathered from restaurant frontline employees in three waves in Ghana. The hypothesized links were gauged via structural equation modeling using Mplus 7.4. Findings The vast majority of the hypothesized relationships were supported by the empirical data. Specifically, JE mediated the impact of recognition on knowledge sharing and service orientation. JE and knowledge sharing sequentially mediated the impact of recognition on service orientation. Abusive supervision moderated the positive effect of recognition on JE and JE on knowledge sharing such that the effects were stronger among frontline employees with low levels of abusive supervision. In addition, abusive supervision moderated the indirect effect of recognition on knowledge sharing through JE. On the contrary, abusive supervision did not significantly moderate the linkage between JE and service orientation. This is also true for abusive supervision as a moderator of the indirect influence of recognition on service orientation via JE. Practical implications Management should not only focus on financial rewards but also consider non-financial rewards such as employee recognition. This is what is overlooked among practitioners. Therefore, restaurant managers/supervisors should use recognition mechanisms such as certificate of appreciation, plaque of honor and/or oral praises wherever possible to trigger employees’ JE, knowledge sharing and service orientation. Restaurateurs should also arrange training programs for supervisors to make them avoid practicing abusive supervision that would erode JE and knowledge sharing. Originality/value Evidence about the organizationally valued consequences of employee recognition in the hospitality literature is sparse. With this realization, this paper advances the current knowledge by gauging JE as a mediator between recognition and knowledge sharing and service orientation. Unlike other empirical pieces, JE and knowledge sharing as the sequential mediators of the effect of recognition on service orientation are tested. This paper advances the current knowledge base by assessing abusive supervision as a moderator concerning the previously mentioned linkages. This paper also contributes to the literature by gauging abusive supervision as a moderator of the indirect impact of recognition on knowledge sharing and service orientation via JE.

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“…To protect these resources, employees make several efforts to avoid resource depletion. The resource-based framework is suitable in situations where a supervisor's abusive behavior triggers negative work outcomes (Bormann & Gellatly, 2021;Feng & Wang, 2019). On the contrarily, we position abusive supervision as triggering positive work behaviors, i.e., supervisor-led OCB driven by an emotion of guilt.…”

Section: Affective Events Theorymentioning

confidence: 99%

Rethinking abusive supervision: antecedents and reparative mechanisms of abusive supervision, including supervisor frustration, coworker support, guilt, and supervisor OCB in a mediated-moderation model

Kashif¹,

Naheed²,

Wijenayake³

2023

RBGN

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Purpose -Drawing on affective events theory, this study positions role overload and supervisor frustration as antecedents of abusive supervision, leading to supervisorled organizational citizenship behavior. In a mediated-moderation-sed analysis, we question whether coworker support moderates the relationship between supervisor frustration and abusive supervision and whether guilt mediates between abusive supervision and supervisor-led OCB.Theoretical framework -This research study is inspired by the assumptions of affective events theory.Design/methodology/approach -In a time-lagged survey, we collected data from 351 medical supervisors employed in private hospitals in Pakistan. The PROCESS macro is used to perform a mediated-moderation analysis. Furthermore, the research is analyzed based on structural equation modeling (SEM) procedures using the AMOS software, version 26.0. Findings -The results demonstrate that role overload predicts supervisor frustration, leading to abusive supervision. Moreover, when coworker support is high, the relationship between supervisor frustration and abusive supervision is weaker. Supervisor frustration and guilt mediate the path from role overload to supervisor frustration, abusive supervision, and supervisor OCB, respectively.Practical & social implications of research -Organizational policymakers should consider role overload as an element that causes stress and frustration among medical supervisors, resulting in abusive behavior towards their subordinates. Thus, some normative measures might be appropriate to reduce abusive supervision in the healthcare sector. Socially, this study can help in combating frustration and aggression among working people, representing a significant proportion of Pakistani society.Originality/value -The mediators, such as supervisor frustration and guilt, advance our understanding of abusive supervision research.

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It's Only Abusive If I Care

Cited by 15 publications

References 64 publications

Does employees’ gender matter? Investigating the indirect effect of abusive supervision on employee creativity through job insecurity in Indonesia

Does employees’ gender matter? Investigating the indirect effect of abusive supervision on employee creativity through job insecurity in Indonesia

The effect of employee recognition on restaurant employees’ job embeddedness, knowledge sharing and service orientation: abusive supervision as a moderator

Rethinking abusive supervision: antecedents and reparative mechanisms of abusive supervision, including supervisor frustration, coworker support, guilt, and supervisor OCB in a mediated-moderation model

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