Antecedents and outcomes of abusive supervision: Test of

a trickle-down model.
Aryee, Samuel,Chen, Zhen Xiong,Sun, Li-Yun,Debrah, Yaw A.
Aryee, S., Chen, Z. X., Sun, L.-Y., & Debrah, Y. A. (2007). Antecedents and outcomes of
abusive supervision: Test of a trickle-down model. Journal of Applied Psychology, 92(1),
191–201. https://doi.org/10.1037/0021-9010.92.1.191

The authors examined antecedents of abusive supervision and the relative importance of
interactional and procedural justice as mediators of the relationship between abusive
supervision and the work outcomes of affective organizational commitment and individual-
and organization-directed citizenship behaviors. Data were obtained from subordinate-
supervisor dyads from a telecommunication company located in southeastern China. Results
of moderated regression analysis revealed that authoritarian leadership style moderated the
relationship between supervisors' perceptions of interactional justice and abusive supervision
such that the relationship was stronger for supervisors high rather than low in authoritarian
leadership style. In addition, results of structural equation modeling analysis revealed that
subordinates' perceptions of interactional but not procedural justice fully mediated the
relationship between abusive supervision and the work outcomes. Implications for future
investigations of abusive supervision are discussed. (PsycINFO Database Record (c) 2016
APA, all rights reserved

Abusive supervision and workplace deviance and the

moderating effects of negative reciprocity beliefs.

Journal Article Database: PsycARTICLES

Mitchell, Marie S. Ambrose, Maureen L.

Citation
Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the
moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92(4), 1159–1168.
https://doi.org/10.1037/0021-9010.92.4.1159

Abstract

In this study, the authors examine the relationship between abusive supervision and employee
workplace deviance. The authors conceptualize abusive supervision as a type of aggression.
They use work on retaliation and direct and displaced aggression as a foundation for
examining employees' reactions to abusive supervision. The authors predict abusive
supervision will be related to supervisor-directed deviance, organizational deviance, and
interpersonal deviance. Additionally, the authors examine the moderating effects of negative
reciprocity beliefs. They hypothesized that the relationship between abusive supervision and
supervisor-directed deviance would be stronger when individuals hold higher negative
reciprocity beliefs. The results support this hypothesis. The implications of the results for
understanding destructive behaviors in the workplace are examined. (PsycINFO Database
Record (c) 2016 APA, all rights reserved)

Abusive supervision and family undermining as

displaced aggression.

Journal Article Database: PsycARTICLES

Hoobler, Jenny M. Brass, Daniel J.

Citation
Hoobler, J. M., & Brass, D. J. (2006). Abusive supervision and family undermining as displaced
aggression. Journal of Applied Psychology, 91(5), 1125–1133. https://doi.org/10.1037/0021-
9010.91.5.1125

Abstract

This study focuses on factors that contribute to abusive supervision, one form of nonphysical
aggression, and the results of such abuse on subordinates and their family members. Using a
"kick the dog" metaphor (As Marcus-Newhall, Pedersen, Carlson, and Miller (2000) state,
this is a "commonly used anecdote to illustrate displaced aggression. . .a man is berated by
his boss but does not retaliate because he fears losing his job. Hours later, when he arrives
home to the greeting barks of his dog he responds by kicking it," p. 670), the authors
investigated whether abusive supervision may be the result of a supervisor's displeasure with
his or her organization. Using a sample of 210 supervisors, their subordinates, and the
subordinates' family members or partners, the authors hypothesized that supervisors' reports
of psychological contract violations, moderated by hostile attribution bias, would be
associated with subordinates' perceptions of abusive supervision. In turn, the authors
hypothesized that abused subordinates' family members would report sustained negative
affect and negative evaluations directed toward them in the home. The hypotheses were
supported. (PsycINFO Database Record (c) 2016 APA, all rights reserved)

Challenge and hindrance stressors in New Zealand:

exploring social exchange theory outcomes
Jarrod M. Haar

Pages 1942-1950 | Published online: 02 Jan 2007

  Download citation
 https://doi.org/10.1080/09585190601000147

 
Abstract

Recent developments to the stressors literature have suggested that stressors can have both
negative and positive influences. This study of 203 New Zealand government workers tested
challenge (positive) and hindrance (negative) stressors as predictors of job outcomes focusing
upon social exchange theory. The results found challenge stressors held positive relationships
with supervisor support, perceived organizational support and employee loyalty; while,
conversely, hindrance stressors were negatively related to these outcomes. Employer
implications are that jobs structured to allow greater amounts of responsibility, with greater
scope, are more likely to lead to positive job outcomes relating to feelings of reciprocity.
Organizations that can better manage and control hindrance stressors while promoting
challenge stressors will likely enjoy more loyal employees, with greater support perceptions,
which might alleviate some of the tension of working into today's turbulent environments.

An investigation of abusive supervision as a predictor of

performance and the meaning of work as a moderator
of the relationship
Author links open overlay panelKenneth J.Harrisa
K. MicheleKacmarbSuzanneZivnuskac

https://doi.org/10.1016/j.leaqua.2007.03.007Get rights and content

Abstract
This study examines the abusive supervision–job performance relationship with job
performance measured using formal performance appraisal ratings, supervisor ratings, and
self-ratings. Additionally, we predict that the meaning one gains from work moderates these
relationships. We used a sample composed of supervisor–subordinate dyads from an
automotive organization to investigate our hypotheses. Results show that abusive supervision
is negatively related to two of the three performance ratings (i.e., formal and supervisor
ratings) and that the meaning of work moderated all three of these relationships. Strengths,
limitations, practical implications, and directions for future research are provided.

Coping with abusive supervision: The neutralizing

effects of ingratiation and positive affect on negative
employee outcomes
Author links open overlay panelPaulHarveya
JasonStonera1WayneHochwarteraCharlesKacmarb

https://doi.org/10.1016/j.leaqua.2007.03.008Get rights and content

Abstract
We conducted a study to test the interactive effects of abusive supervision, ingratiation, and
positive affect (PA) on strain (i.e., job tension and emotional exhaustion) and turnover
intentions. We hypothesized that employees' use of ingratiation, when coupled with high
levels of PA, would neutralize the adverse effects of abusive supervision on each outcome.
Conversely, ingratiation tactics were hypothesized to have a detrimental influence on work
outcomes in conditions of increased abusive supervision when employees' PA was low.
Partial support was found for each hypothesis, with results indicating that low PA individuals
who refrained from ingratiation experienced more strain and turnover intentions than other
individuals. Implications of these results as well as strengths, limitations, and avenues for
future research are discussed.