Kick the Cat: A Serial Crossover Effect of Supervisors’ Ego Depletion on Subordinates’ Deviant Behavior

Abstract

Drawing on the crossover model and conservation of resources theory, we explore the mechanism through which supervisors' ego depletion induces subordinates' deviant behavior. Using the two-wave survey data from 24 supervisors and their 192 respective subordinates, we found supports for our hypotheses that (a) abusive supervision mediated the effect of supervisors' ego depletion on subordinates' ego depletion; (b) subordinates' ego depletion mediated the effect of abusive supervision on subordinates' deviant behavior; and (c) abusive supervision and subordinates' ego depletion serially mediated the effect of supervisors' ego depletion on subordinates' deviant behavior. Our serial crossover model posits that both ego depletion and unethical behavior can be transmitted from supervisors to subordinates, and that these two crossover processes are entwined with each other. Findings are discussed in terms of theoretical contributions and practical implications.

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“…Theoretical studies support employees who perceive transactional leaders as "fair" have positive work-related behaviors and attitudes . This theoretical study confirmed Brown and Trevino (2005), which suggested that fairness is observed as an integrity trait and influenced organizational commitment (Ming et al, 2020). Because employee behaviors and enthusiasm are reflected by work engagement, the FLT theoretical framework of integrity, assurance, and pragmatism propose the following hypothesis (Figure 1).…”

“…Nonetheless, there is still a lack of agreement on defining integrity (Leicht-Deobald, Busch, Schank, Weibel, Schafheitle, Wildhaber, & Kasper, 2019). Leaders perceived as having integrity are viewed by employees as trustworthy, caring, honest, and fair (Jordan et al, 2017) and enhanced follower perception (Ming et al, 2020). Integrity was confirmed as a significant component of leadership (Palanski & Yammarino, 2009) and contributed to predicting organizational commitment (Fuller, 2021).…”

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“…There is much consensus in the literature that self-control is an important ingredient for human self-regulation, which allows people to achieve long-term goals, such as academic success or health (e.g., Tangney et al, 2004;Crescioni et al, 2011;Duckworth and Seligman, 2017), and avoid unethical behaviors (e.g., Li et al, 2020;Ming et al, 2020). Self-control can be defined as restraining or overriding a response, thereby making a different response possible (Baumeister et al, 2007).…”

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