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Journal of Business Ethics

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01.07.2016

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

verfasst von: Su-Ying Pan, Katrina Jia Lin

Erschienen in: Journal of Business Ethics | Ausgabe 3/2018

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Abstract

Driven by the cognitive-neoassociationistic model of aggression (Berkowitz in Psychol Bull 106:59–73, 1989; Am Psychol 45: 494–503, 1990), this study examines how supervisors’ negative affect at work influences their interaction with subordinates (i.e., abusive supervision), which further affects subordinate outcomes (i.e., negative affect at work, job satisfaction, and personal initiative). Drawing upon research on power/resource interdependence and victim precipitation theory, we also test whether the positive relationship between supervisors’ negative affect and abusive supervision is moderated by leader–member exchange (LMX). Using one hundred and eighty supervisor–subordinate dyads from five hotels, we found that, (a) supervisors’ negative affect at work was positively related to abusive supervision, (b) LMX buffered the positive association between supervisors’ negative affect and abusive supervision, and (c) the indirect effects of supervisors’ negative affect on subordinate outcomes (higher negative affect at work, lower job satisfaction, and fewer personal initiatives) via abusive supervision was buffered by LMX, such that the indirect effects were only found in dyads with lower LMX, but not in dyads with higher LMX. Theoretical contributions and practical implications for managers and organizations were also discussed.

Vorheriger Artikel Moral Integrity and Relationship Commitment: An Empirical Examination in a Cross-Cultural Setting

Nächster Artikel Reporting of Corporate Social Responsibility in Central Public Sector Enterprises: A Study of Post Mandatory Regime in India

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As one anonymous reviewer suggested, LMX could moderate the relationships between abusive supervision and subordinate outcomes, such that abusive supervision leads to more negative reactions among high-LMX subordinates (Lian et al. 2014; Xu et al. 2015), we conducted additional analyses to test the moderating effect of LMX on the relationships between abusive supervision and the three outcomes. However, LMX did not moderate these relationships (for subordinates’ negative affect, b = .15, SE = .11, ns; for subordinates’ job satisfaction, b = −.16, SE = .12, ns; for subordinates’ initiative behavior, b = −.22, SE = .13, ns).

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Titel: Who Suffers When Supervisors are Unhappy? The Roles of Leader–Member Exchange and Abusive Supervision
verfasst von: Su-Ying Pan
Katrina Jia Lin
Publikationsdatum: 01.07.2016
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 3/2018
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-016-3247-y

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