Out of control: A self-control perspective on the link between surface acting and abusive supervision.

Abstract

In this study, we examined how leaders' customer interactions influence their tendency to abuse their followers. Specifically, we drew from ego-depletion theory to suggest that surface acting during customer interactions depletes leaders of their self-control resources, resulting in elevated levels of abusive supervision. Furthermore, we hypothesized that the effect of surface acting on abusive supervision is moderated by leaders' trait self-control, such that leaders with high trait self-control will be less affected by the depleting effects of surface acting than their peers. Results from a multiwave, multisource leader-follower dyad study in the service and sales industries provided support for our hypotheses. This research contributes to several literatures, particularly to an emerging area of study--the antecedents of leaders' abusive behaviors.

Who Suffers When Supervisors are Unhappy? The Roles of Leader–Member Exchange and Abusive Supervision

“…First, although research has found that abusive supervision is more likely to happen when supervisors are depleted and unable to control their impulses (Barnes et al 2015;Yam et al 2015), some instances of abusive supervision might be driven by ''rational weighting of the costs and benefits associated with abuse'' (Tepper et al 2012, p. 196). Research has shown that subordinates' attributes (e.g., negative affectivity and performance, Tepper et al 2006Tepper et al , 2011 are important factors determining supervisors' decisions of whom to abuse when they encounter negative experiences, we contribute to this line of research by drawing on the cognitive-neoassociationistic model of aggression and examining it as the product of negative affect and supervisor-subordinate relationship quality.…”

Do not like it when you need it the most: Examining the effect of manager ego depletion on managerial voice endorsement

“…For example, researchers find that managers tend to experience ego depletion after dealing with customer complaints (Yam, Fehr, Keng-Highberger, Klotz, & Reynolds, 2016) and from serving as an ethical role model for their subordinates (Lin, Ma, & Johnson, 2016). Likewise, excessive workloads and pressure are likely to leave managers more depleted at work (Barnes, 2011;Barnes, Lucianetti, Bhave, & Christian, 2015).…”

“…Such typical managerial behaviors can consume managers' energy resources and result in ego depletion, “a state in which the self does not have all the [self‐control] resources it has normally” (Baumeister & Vohs, , p.2). For example, researchers find that managers tend to experience ego depletion after dealing with customer complaints (Yam, Fehr, Keng‐Highberger, Klotz, & Reynolds, ) and from serving as an ethical role model for their subordinates (Lin, Ma, & Johnson, ). Likewise, excessive workloads and pressure are likely to leave managers more depleted at work (Barnes, ; Barnes, Lucianetti, Bhave, & Christian, ).…”

Psychological and neurological predictors of abusive supervision

“…We use integrative self‐control theory (SCT) as an overarching theoretical framework for the current investigation (Kotabe & Hofmann, ; Lian, Yam, Ferris, & Brown, ). According to SCT, self‐control resolves conflicts between an impulsive desire (e.g., venting anger or frustrations) and adherence to a higher order goal, and enables one to refrain from acting upon the desire in favor of the higher goal (Yam, Fehr, Keng‐Highberger, Klotz, & Reynolds, ). It specifically entails “the overriding or inhibiting of automatic, habitual, or innate behaviors, urges, emotions, or desires that would otherwise interfere with goal‐directed behavior” (Muraven, Shmueli, & Burkley, , p. 524).…”