Showing papers on "Abusive supervision published in 2009"

Petty Tyranny in Organizations: A Preliminary Examination of Antecedents and Consequences

Abstract: Petty tyranny is defined as the tendency to lord one's power over others. A model of the individual and situational antecedents of petty tyranny in organizations and the effects of tyranny on subordinates is presented. The model is assessed via 63 sets of respondents, each consisting of one manager and two subordinates, plus 25 partial sets. The hypothesized effects are generally supported, but not the hypothesized antecedents. It is speculated that petty tyranny represents a relatively rare gestalt, that is, an integrated and resilient cluster of antecedents, leader behaviours, and effects on subordinates. Consider the following: In the three months since [the new owner of the pharmacy] has been in charge [he] has made it clear that he is at liberty to fire employees at will ... change their positions, decrease their bonus percentages, and refuse time-off and vacation choices. Furthermore, he has established an authoritarian work structure characterized by distrust, cut-backs on many items deemed essential to work comfort, disrespect, rigidity and poor-to-no communication ... [He regards employees as] potential thieves and squanderers of work time. As a result, he consistently spies on employees ... These changes have been so pervasive that ... the employees no longer refer to the [pharmacy] as a "small family" but as the "third Reich" with [him] in the role of Hitler. (Giarrusso, 1990, pp. 5-6) [Harry Figgie] can be the nicest fellow in the world one day and totally abusive the next: "Men running $100 million divisions would come into my office and ask if it was safe to see Harry that day" ... "Figgie takes no prisoners when it comes to an insult. He'll call anyone a horse's ass anywhere" ... "Headquarters was like a tomb. People were scared. Harry chewed me out again and again and again. Every day he'd work me over. I lost 40 pounds putting in six days a week until ten o'clock every night, never sure I'd have a job in the morning." (Nulty, 1989, p. 41) "Petty tyrant" is a colloquial term that is often used to describe such managers. It suggests someone who uses their power and authority oppressively, capriciously, and perhaps vindictively. It suggests, in short, someone who lords their power over others. The management, social psychological, and political science literatures have yielded constructs similar to this notion of petty tyranny, such as the authoritarian personality (Adorno, Frenkel-Brunswik, Levinson, & Sanford, 1950), "bureaupathic" individual (Thompson, 1961), and dictator (Rubin, 1987). Recurring themes include close and coercive supervision, an emphasis on authority and status differences, arbitrary actions, severe and punitive treatment of subordinates, and deterrence of subordinates' initiative and dissent. These themes suggest a tendency to overcontrol others and to treat them in an arbitrary, uncaring, and punitive manner. However, these literatures tend to be anecdotal and impressionistic. In an attempt to provide a more coherent framework for this eclectic literature and a basis for survey research, I recently developed a model of petty tyranny in organizations (Ashforth, 1994). As reproduced in Figure 1, the model: (a) described petty tyranny in specific behavioural terms, (b) proposed a set of antecedents of tyranny in organizations, and (c) proposed a set of effects that tyrannical management has on subordinates. Consistent with the themes noted above, empirical work summarized in Ashforth (1994) (see "Measures," below, for more detail) suggests that the construct of petty tyranny is comprised of six major sets of behaviours: (a) arbitrariness and self-aggrandizement (e.g., "Uses authority or position for personal gain," "Administers organizational policies unfairly"), (b) belittling subordinates (e.g., "Belittles or embarrasses subordinates," "Criticizes subordinates in front of others"), (c) lack of consideration (e.g., "Is friendly and approachable" [reversed], "Looks out for the personal welfare of group members" [reversed]), (d) a forcing style of conflict resolution (e. …

Abusive supervision and employee emotional exhaustion: Dispositional antecedents and boundaries.

Abstract: The authors examined the relationship between subordinates’ core selfevaluations and supervisors’ abusive supervision. Furthermore, they examined whether subordinates’ perceived coworker support and subordinates’ susceptibility to emotional contagion moderated the relationship between supervisors’ abusive supervision and subordinates’ emotional exhaustion. They analyzed data from 290 subordinates who had immediate supervisors using hierarchal multiple regression. Results show that core self-evaluations were negatively related to abusive supervision, whereas abusive supervision was positively related to emotional exhaustion. Both perceived coworker support and susceptibility to emotional contagion moderated the relationship between abusive supervision and emotional exhaustion. It is surprising that the moderating effect of perceived coworker support showed an unexpected pattern such that a stronger relationship between abusive supervision and emotional exhaustion existed when coworker social support was high. The authors conclude with a discussion of these findings.

Abusive supervision and employee emotional exhaustion

Abstract: The authors examined the relationship between subordinates' core self-evaluations and supervisors' abusive supervision. Furthermore, they examined whether subordinates' perceived coworker support and subordinates' susceptibility to emotional contagion moderated the relationship between supervisors' abusive supervision and subordinates' emotional exhaustion. They analyzed data from 290 subordinates who had immediate supervisors using hierarchal multiple regression. Results show that core self-evaluations were negatively related to abusive supervision, whereas abusive supervision was positively related to emotional exhaustion. Both perceived coworker support and susceptibility to emotional contagion moderated the relationship between abusive supervision and emotional exhaustion. It is surprising that the moderating effect of perceived coworker support showed an unexpected pattern such that a stronger relationship between abusive supervision and emotional exhaustion existed when coworker social support was high. The authors conclude with a discussion of these findings.

Abusive Supervision in Advising Relationships: Investigating the Role of Social Support

Abstract: The present study examines the consequences of abusive supervision in an educational setting. The study contrasts the cross-domain stress-buffering hypothesis with the within-domain stress exacerbation hypothesis in examining the moderating role of advisor and team member support on the relationship between abusive supervision and student outcomes in student–advisor relationships. Using a temporal research design, results provided support for both hypotheses. In support of the stress exacerbation hypothesis, in the presence of high advisor support, there was a significant positive relationship between abusive supervision and anxiety, and a significant negative association between abusive supervision and psychological well-being. Consistent with the stress-buffering hypothesis, in the presence of high team member support, there was a negligible association between abusive supervision and satisfaction and anxiety.

Evidence of organizational injustice in poultry processing plants: Possible effects on occupational health and safety among Latino workers in North Carolina

Abstract: BACKGROUND: Over 250,000 workers are employed in poultry processing, one of the most dangerous industries in the US. These jobs are increasingly held by immigrant workers who are frequently undocumented, lack knowledge of workers' rights to workplace safety, and who are reluctant to pursue their rights. This situation creates the potential for organizational injustice, made visible through abusive supervisory practices, and leads to situations in which occupational illnesses and injuries are likely to occur. METHODS: This paper draws on data collected during the research phases of a community-based participatory research and social justice project. Two hundred survey interviews and 26 in-depth interviews were collected in representative, community-based samples in western North Carolina. Analyses describe associations between one aspect of organizational injustice, abusive supervision, and worker injuries. RESULTS: Workers' reports of abusive supervision are associated with a variety of specific and summary health indicators. The associations are stronger for women than for men. These suggest that the use of relative power within the plant may be the basis for injuries and illnesses. Three types of power relations are described that form the basis for these abusive interactions in the plant: ethnicity (American vs. Latino), immigration status ("good papers"vs. undocumented), and rank (supervisor vs. worker). Two factors modify these relations: kinship (preferences and privileges for family members) and gender. CONCLUSIONS: Among Latino immigrants working in poultry plants, power differences reflecting organizational injustice in the form of abusive supervision may promote occupational illnesses and injuries, particularly for women. Language: en

Rudeness and Incivility in the Workplace

Abstract: Incivility may be defined as low intensity deviant behaviour that violates workplace norms for mutual respect. The effects of intra-organizational incivility are considerable, and resolving conflicts among co-workers can account for much of managers’ time. This chapter details the nature of incivility and its consequences. The chapter provides keys to recognizing and dealing with habitual instigators and offers remedies that are being used effectively by organizations to curtail and correct employee-toemployee incivility.

Abusive supervision: perception or reality?

Abstract: The article explores the issue of abusive supervision. Topics include the attributions and perceptions of abuse supervision by subordinates, the relationship between attributions and abusive superv...

Abusive Supervision and Employee Performance:Mechanisms of Traditionality and Trust

Abstract: Abusive supervision has attracted increasing attention in Western academy of management.In mainland China,there is no such academic investigation though,in practice,abusive supervision is prevailing due to Chinese cultural root that is characterized by hierarchy and high level of power distance.To fill the gap,the study aims to address:within the context of Chinese organizations,what are the major mediating and moderation mechanisms linking abusive supervision and employee performance? Drawing on the social exchange theory,we propose that employee's trust in the supervisor will mediate the relationship between abusive supervision and employee outcomes.We also propose that employee traditionality will moderate the process that abusive supervision exerts negative influence on employee outcomes.Theoretically,this echoes the call for examining the role of followers in the process of leadership(Howell Shamir,2005).In total,338 employees and 128 their supervisors from 6 electronic manufacturing enterprises located in Beijing were sampled.To avoid the common method variance problem,two waves as well as two sources of survey were administrated.In the first wave,employees were asked to provide ratings of abusive supervision and self-reported traditionality.In the second wave,employees provided ratings of trust in supervisors.In both waves,supervisors provided ratings of employee performance including task and organizational citizenship behaviors.Time 1 performance data was controlled when predicting Time 2 performance,which was the outcome of the study.The final matched sample included 283 employees and 112 direct supervisors,resulting valid response rates 83.7% and 87.5% for employees and supervisors,respectively.Among the major measures,the 15-item abusive supervision scale was adopted from Tepper(2000)study;trust in supervisor was measured via 6 items that was adopted from Wong et al.(2002)study.The 5-item task performance scale and the 14-item organizational citizenship behavior(OCB)scale were adapted from Williams and Anderson(1991).Cronbach's alpha coefficients for above measures were from 0.85 to 0.95,indicating acceptable measurement reliabilities.Hierarchical Regression Modeling(HRM)was employed to analyze the data.Results show that:in the Chinese organizational context,trust in supervisor mediates the relationship between abusive supervision and employee performance,demonstrating that social exchange is a unique angle for explaining how abusive supervision leads to negative employee outcomes.Comparing to non-traditional ones,traditional employees will more likely comply with abusive supervisors.They will respond less distrust in abusive supervisors.This finding could,to a large extent,offer insights why abusive supervisor is prevailing in Chinese organizations.

Abusive supervision and organizational citizenship behaviors: An examination of potential boundary conditions: Working paper series--09-11

Abstract: This study focuses on the boundary conditions of the relationship between abusive supervision and organizational citizenship behaviors (OCBs). Previous research has shown that employees reciprocate for abusive supervision by withholding discretionary OCBs (for a full review, see Tepper, 2007). This work contributes to the abusive supervision research by adding two important moderating variables, namely dyadic duration and satisfaction with pay. Results indicate that the negative relationship between abusive supervision and OCBs is more pronounced when employees have been supervised by a particular manager for a longer period of time and when employees are less satisfied with their compensation.

School Administrator Mistreatment of Teachers

Abstract: This chapter presents an overview of major concepts, typologies, and theories of workplace mistreatment-abuse as well as findings on abusive behavior and effects. This is followed by summaries of findings from two studies of school principal mistreatment-abuse of public school teachers. The remainder of the chapter consists of a brief methodological critique of extant related research, suggestions for future research, and implications for teacher education. During the past 15 years, there has been a proliferation of international scholarly research and theoretical models focusing on the problem of workplace mistreatmentabuse. Significant work has been produced in countries such as Finland, Sweden, Norway, France, Great Britain, Australia, the United States, and Canada. Legislation and organizational policies addressing the workplace mistreatment-abuse problem have also emerged in several of these countries (e.g., Blase & Blase, 2003a; Einarsen, Hoel, Zapf, & Cooper, 2003; Keashly, 1998; Rayner, Hoel, & Cooper, 2002). In parallel fashion, a plethora of studies and development of intervention strategies have been published in the field of education regarding the problem of peer bullying (i.e., among children and adolescents) throughout the world in countries such as Ireland (O’Moore, 1999), Holland (Junger-Tas & Van Kesteren, 1999), Australia (Slee & Rigby, 1994), Great Britain (Boulton & Smith, 1994; Wolke, Woods, Stanford, & Schultz, 2001), New Zealand (Sullivan, 2000), Canada (Kashani & Shepperd, 1990), Norway (Olweus, 1991) and the United States (Crick & Bigbee, 1998; Orpinas & Horne, 2006). There has also been limited research on sexual harassment of students by teachers and other professional staff (e.g., Shakeshaft & Cohan, 1995). Glimpses of school administrator mistreatment-abuse of teachers have appeared in stress studies (Adams, 1988; Barnette, 1990; Blase, 1984, 1986; Diehl, 1993; Dunham, 1984; Dworkin, Haney, Dworkin, & Telschow, 1990) and micropolitical studies (Ball, 1987; Blase, 1990, 1991b; Blase & Anderson, 1995). In essence, these areas of inquiry have provided provocative but limited clues about school administrator mistreatmentabuse problems. To date, two studies of school principal mistreatment-abuse of teachers have been published, both in the United States (Blase & Blase, 2002, 2003a, 2003b;

Abusive Supervision and Employee Emotional Exhaustion: Dispositional Antecedentsand Boundaries

Abstract: The authors examined the relationship between subordinates’ core self evaluations and supervisors’ abusive supervision. Furthermore, they examined whether subordinates’ perceived coworker support and subordinates’ susceptibility to emotional contagion moderated the relationship between supervisors’ abusive supervision and subordinates’ emotional exhaustion. They analyzed data from 290 subordinates who had immediate supervisors using hierarchal multiple regression. Results show that core self-evaluations were negatively related to abusive supervision, whereas abusive supervision was positively related to emotional exhaustion. Both perceived coworker support and susceptibility to emotional contagion moderated the relationship between abusive supervision and emotional exhaustion. It is surprising that the moderating effect of perceived coworker support showed an unexpected pattern such that a stronger relationship between abusive supervision and emotional exhaustion existed when coworker social support was high. The authors conclude with a discussion of these findings.

The Mechanisms of How Abusive Supervision Impacts on Subordinates' Voice Behavior

Abstract: In today's dynamic and hypercompetitive business environment,employees' opinions and suggestions intended to improve organizational functioning and well-being are critical to the survival and development of an organization. Yet,many individuals are not willing to provide thoughts and ideas without inhibition in organizational context. Accumulating evidence suggests that leadership plays a significant role in employees' voice behavior. However,past studies in this domain have primarily focused on the positive aspects of leaders' characteristics and behaviors. Also the mechanisms and processes by which leader-related factors exert their impact have not been adequately explored in the existing literature. In the present study,we tried to examine the influence of abusive supervision on the voice behavior dimensions of promotive voice and prohibitive voice,and investigate the mediating role of perceived organizational support and psychological safety as well as the moderating role of perceived supervisory status playing in the linkages between abusive supervision and voice behavior in the context of Chinese organizations. A structured questionnaire was employed as the research instrument for this study. It consisted of five scales designed to measure the variables of interest,namely abusive supervision,voice behavior,perceived organizational support,psychological safety,and perceived supervisory status. To avoid the Chinese people's tendency of choosing the mid-point of the scale regardless of their true feelings or attitudes,all of the items on the survey were responded to on 6-point Likert scales which did not include a mid-point. Data were collected from 504 full-time employees who came from enterprises and institutions located in Guangzhou,Shenzhen,Changsha and Qingdao. Cronbach's alpha coefficients for the above measures were from 0.84 to 0.93,showing good measurement reliabilities. Results of confirmatory factor analysis indicated the discriminant validity of the measurement was also satisfactory. Structural equation modeling (SEM) and total effect moderation model were utilized to analyze the data for testing the hypotheses proposed. In line with predictions,results of SEM analysis revealed that abusive supervision had a significant negative influence on both promotive and prohibitive voice behavior. However,the effects of abusive supervision on the two kinds of voice behavior were transmitted through different mechanisms. Specifically,abusive supervision's negative effect on promotive voice was fully mediated by perceived organizational support,while its negative effect on prohibitive voice was fully mediated by perceived organizational support and psychological safety. In addition,results of total effect moderation model analysis suggested subordinates' perception of supervisory status in organizations significantly moderated the relationship between abusive supervision and perceived organizational support. Abusive supervision was more strongly associated with perceived organizational support when subordinates perceived higher supervisory status. Meanwhile,the indirect effects of abusive supervision on promotive and prohibitive voice mediated by perceived organizational support or psychological safety were also stronger when perceived supervisory status was higher. Finally,the theoretical and managerial implications of the findings,limitations,and future research directions were discussed.

The Organizational Chart’s ‘White Spaces’

Abstract: Jo is the practice manager at a small accounting firm. She has been the cause of a great deal of trouble in the past few years. Several secretarial staffresigned primarily because of her bullying, political and self-interested behaviour.