Article Analysis and Discussion: Standing by Your Organization: The Impact of Organizational

Identification and Abusive Supervision on Followers’ Perceived Cohesion and Tendency to

Gossip:

Name:

Institution
 Effective leadership is a major factor in the productivity of an organization. When leaders
are functioning in their roles, their followers are able to produce for the organization as is
expected of them. However, sometimes leaders are the antithesis of what they are supposed to
be, where supervisors, for instance, use abusive language towards their subordinates, humiliate
them, withhold information, or treat them in such a manner that it cripples their capacity to
produce. In the article, ‘Standing by Your Organization: The Impact of Organizational
Identification and Abusive Supervision on Followers’ Perceived Cohesion and Tendency to
Gossip’, the authors note the literature supporting the idea that abusive supervision has a
detrimental effect of employee welfare, satisfaction, commitment and performance. While this
evidence is overwhelming, the authors of the current article propose that it is not always that
employees will react negatively to abusive supervision. The role of organizational identification
is observed in relation to coping with abusive bosses. It is postulated that employees who have a
strong sense of organizational identification will tend to cope well with abusive supervision.
Similarly, the authors explore the effect of abusive supervision on the employee towards their
work group, as well as the tendency to engage in retaliatory gossiping directed at an abusive
supervisor. The article concludes that employees with a strong sense of organizational
identification are most likely to associate with their work group in addition to being less likely to
gossip about their leader.

An abusive supervisory relationship is described as the follower’s perceptions of the

extent to which superiors exercise hostile verbal and non-verbal behaviors, with the exception of
physical contact. Among factors which have been found to be directly affected by negative
supervision include affective commitment, organizational citizenship, satisfaction in job and
personal lives, as well as individual efficacy. Abusive supervisory relationships are also
positively related to the tendency for follower negative outcomes such as employee turnover,
work-family issues, psychological issues, in addition to physical health afflictions[ CITATION Sti13
\l 1033 ]. In addition, abusive workplace supervision is attributed to supervisory affiliated
resistance, characterized by actions such as gossiping or impoliteness towards a supervisor, in
addition to organizational and interpersonal problems for the followers under an abusive
supervisor. In summary, abusive behavior by a supervisor leads to a feeling of disconnection
among his followers towards the abusive leader, the organization, their colleagues, in addition to
their job. An abusive supervisor is thus undeniably detrimental to organizational success, and all
leaders and organizations must ensure that they behave ethically towards their followers, and hire
non-abusive leaders to critical positions, respectively.

Cohesiveness in the workplace is vital, with the ability of workers to work as closely knit
groups being a crucial determinant of organizational success, especially in the modern fast faced
world of constant innovation. Cohesion in this sense refers to an individual’s feeling of the
member within a group, of their involvement, commitment, or feels part of, or stuck to a
particular social configuration. In addition to increasing group productivity, cohesion has been
shown to contribute to reduced absenteeism to work and turnover, improved organizational
identification, as well as job satisfaction. Cohesion in the workplace arises from the natural need
for colleagues to interact and communicate at an interpersonal level. An abusive leader is by
definition deficient in interpersonal skills, given that such proficiency is a function of how the
leader treats their followers. An abusive supervisor is thus considered as an extreme case of
negative interpersonal behavior, where the leader takes advantage of their job description to
mistreat subordinates.

Social exchange theory is an important paradigm from which to construct workplace

behavior, where it holds that various workplace exchanges hold are of vital importance in
modifying employee behavior. Under this theory, employee behavior is affected by the social
exchange relationships factor, where such relationships grow over time with increased trust
between individuals. Such relationships only thrive when the parties to it are of a long-term
view, with the norm of reciprocity taking effect. Under reciprocity, a cordial gesture towards a
colleague is interpreted as future uncollected favor, of an unspecified manner and form. The
balance of exchanges between parties is thus analyzed in this view, where treatment that people
serve others is returned in kind. Reciprocity of treatment in these circumstances applies to both
positive and negative exchanges. The theory of social exchange thus holds that a hostile reaction
is most likely from a subordinate who’s been subjected to hostile supervisory treatment. While
the social theory and instinct is to react directly towards the cause of frustration, subordinates are
often unable to take this route given the power differential that exists between them and their
supervisors.

The power dependence theory intimates that subordinates are limited in their response to
abusive behavior from their superior, considering the immediate and negative personal
consequences likely to be suffered by such a subordinate. Supervisors have the power to affect
their subordinates directly such as promotion, remuneration, and such other job related comforts.
Further, persons in superior positions are difficult to contest with even on ethical grounds, given
that it is difficult to win against their influence. Going against a person’s superior is also
considered an anti-organizational citizenship behavior, where in this case a subordinate elects to
reduce their participation to organizational activities. Among ways that workers may withhold
their participation is through prosocial silence.

When a supervisor engages in mistreatment, the subordinates seek to get even with their
supervisors, and while a direct response might be more preferable, they elect to engage in acts
involving lesser costs, but which still afford the chance to get even with the mistreatment
suffered. Actions such as gossip provide this outlet for subordinates, where it is used in gaining
information about a subject’s personal circumstances, while at the same time being meant to
elevate its user’s personal status. Gossip is traditionally perceived as undesirable, leading to
unwanted outcomes such as reduced morale, productivity, interpersonal conflict, reducing
individual and group functionality. However, when gossip is as a reaction to antisocial behavior
displayed by a supervisor, for instance, it can serve as an important reminder to the others in the
group of the threat a self-serving superior or co-worker. When gossip is used in this manner
within the organizational structure, then it serves as an effective means of punishment against
persons engaging in undesired organizational behaviors.

Organizational identification is a concept that relates to the extent to which an individual

feels a part of the organization. The perception of oneness with the organization refers to
identification, and a highly identifying employee sees the organization’s successes as their own,
while the organizational failures are also considered personally for these employees. Social
identity relates to the knowledge held by a person on their membership to a social group, or
groups, thus constituting their self-concept. Social identity theory postulates that persons strive
for a positive self-image, which is influenced not only on a positive personal image, but also by a
reinforcing social identity. A social identity constitutes the groups in which the person feels that
they belong, and that sense of belonging heightens their impulses to protect and rate their groups
higher than others.
 When an employee attaches a significant amount of importance to their job, they are
likely to want to remain in it, despite challenges that may arise. Among factors that motivate
workers to persevere in their jobs include the economic need to get paid, a need for belonging
and attachment, as well as the need for personal fulfillment among others. While abusive
supervisory relationships are more likely to produce negative outcomes than not, increasing
evidence is emerging explaining why a sizeable percentage of the workforce desist from reacting
against abusive supervision. Organizational identification is important for an employee’s social
identity, where their position and success in that position is a major determinant of the person’s
self-concept. A high level of organizational identification reduces the chances of a negative
reaction against abusive supervision, as the employee’s esteem is dependent on the
organization’s reputation. Organizational leadership should strive to increase measures that
promote organization identification, such as a clear communication framework, as well as a clear
delineation of responsibilities, duties, and powers. However, sensitizing leaders and
organizational structure on the importance of ethical and participatory leadership is the best long-
term solution in maximizing organizational efficiency and productivity.