Supervisory consequences of abusive supervision: An investigation of sense of power, managerial self-efficacy, and task-oriented leadership behavior

Ju, Dong; Huang, Mei Chih; Liu, Dong; Qin, Xin; Hu, Qiongjing; Chen, Chen

doi:10.1016/j.obhdp.2019.09.003

Cited by 68 publications

(60 citation statements)

References 106 publications

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“…Accordingly, managers with heightened sense of power tend to believe that they have control over follower-valued resources and objects, and have confidence in their competence to implement their managerial roles. This enables them to effectively complete management work and increases their managerial self-efficacy [27,58]. In addition, previous studies found that supervisors who felt powerful held more confidence in making decisions [59], perceiving more personal control [23], solving management difficulties, and leading their followers [27].…”

Section: The Mediating Role Of Managerial Self-efficacymentioning

confidence: 97%

“…Previous researchers have studied self-efficacy in the fields of cognitive and social psychology, demonstrating strong relationships between self-efficacy and personal performance in organizations [56]. As a concrete form of self-efficacy, managerial self-efficacy is defined as the managers' perception of their own capacity and the self-confidence that they are competent and can effectively conduct management tasks [27,28]. Prior work found that managerial self-efficacy is a significant predictor of supervisory performance (e.g., conduct more task-oriented leadership behavior), and is a critical need for leaders to fulfill their managerial responsibilities [27].…”

Section: The Mediating Role Of Managerial Self-efficacymentioning

confidence: 99%

“…As a concrete form of self-efficacy, managerial self-efficacy is defined as the managers' perception of their own capacity and the self-confidence that they are competent and can effectively conduct management tasks [27,28]. Prior work found that managerial self-efficacy is a significant predictor of supervisory performance (e.g., conduct more task-oriented leadership behavior), and is a critical need for leaders to fulfill their managerial responsibilities [27]. However, existing literature on self-efficacy has not examined the effect of sense of power on managerial self-efficacy.…”

Section: The Mediating Role Of Managerial Self-efficacymentioning

confidence: 99%

“…Specifically, self-efficacy theory [25,26] posits that the initiation and persistence of behavior mainly depends on the judgment and expectations of behavioral skills and abilities, and the possibility of successfully addressing work requirements and challenges [57]. In other words, personal self-efficacy enhances when individuals perceive themselves as competent, effective, successful, and meritorious [27]. Accordingly, managers with heightened sense of power tend to believe that they have control over follower-valued resources and objects, and have confidence in their competence to implement their managerial roles.…”

Section: The Mediating Role Of Managerial Self-efficacymentioning

confidence: 99%

“…Hence, for the cognitive path, we drew on self-efficacy theory [25,26] to argue that managers with an elevated sense of power generally have high managerial self-efficacy. This is defined as the extent to which supervisors perceive themselves as competent and efficient in implementing their managerial roles [27,28]. This helps them confidently accomplish tasks and reduces their occupational stress and emotional exhaustion.…”

Section: Introductionmentioning

confidence: 99%

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The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

Song

Zhou

2020

IJERPH

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Frontline managers have many responsibilities and often suffer from emotional exhaustion. Drawing on the job demands–resources model, this research proposes and examines a cognitive–affective dual mediation model to explain how frontline managers’ sense of power affects their emotional exhaustion through managerial self-efficacy (cognitive path) and affective commitment (affective path). A cross-sectional study design was employed, and the theoretical model was tested using a three-wave survey among 227 on-the-job Master of Business Administration (MBA) students (52.86% male) in China, who serve as frontline managers in different kinds of organization. The regression and bootstrapping analysis results showed that the frontline managers’ sense of power was significantly negatively related to emotional exhaustion. In other words, the more powerful they felt, the less exhausted they felt. Furthermore, having a sense of power enhanced managerial self-efficacy, which mitigated emotional exhaustion. Sense of power also boosted frontline managers’ affective commitment, alleviating emotional exhaustion. We conclude with a discussion of this study’s theoretical and practical contributions and future research directions.

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Section: The Mediating Role Of Managerial Self-efficacymentioning

confidence: 97%

Section: The Mediating Role Of Managerial Self-efficacymentioning

confidence: 99%

Section: The Mediating Role Of Managerial Self-efficacymentioning

confidence: 99%

Section: The Mediating Role Of Managerial Self-efficacymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

Song

Zhou

2020

IJERPH

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Entering an upward spiral: Investigating how and when supervisors' talking about abuse leads to subsequent abusive supervision

et al. 2021

Self Cite

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Summary Research on abusive supervision that adopts an actor‐centric perspective has found that abusive acts have immediate cognitive and affective consequences for supervisors. Less immediate consequences are also possible when perpetrators engage in later sensemaking by talking with others about their actions that violated interpersonal norms. In this research, we explore whether, how, and when abusive supervision talk may affect supervisors' subsequent abusive supervision toward subordinates. Drawing upon cognitive‐motivational‐relational theory, we propose that abusive supervision talk enhances supervisors' hostility toward the abused subordinate, which in turn increases their subsequent abusive supervisory behavior toward the subordinate. We also propose that person‐centered responses by listeners (i.e., supervisors' coworkers) strengthen the positive indirect effect of abusive supervision talk on subsequent abusive supervisory behavior via hostility. Results from an experiment and a multi‐source, multi‐wave field study lend support to these predictions. We discuss the theoretical and practical implications of these findings and directions for future research.

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Political context matters: a joint effect of coercive power and perceived organizational politics on abusive supervision and silence

Cheng

Wang

et al. 2022

Asia Pac J Manag

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Supervisory consequences of abusive supervision: An investigation of sense of power, managerial self-efficacy, and task-oriented leadership behavior

Cited by 68 publications

References 106 publications

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

Entering an upward spiral: Investigating how and when supervisors' talking about abuse leads to subsequent abusive supervision

Political context matters: a joint effect of coercive power and perceived organizational politics on abusive supervision and silence

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