Older and Less Deviant Reactions to Abusive Supervision? A Moderated Mediation Model of Age and Cognitive Reappraisal

2020 ◽  
Vol 6 (3) ◽  
pp. 195-205 ◽  
Author(s):  
Yisheng Peng ◽  
Xiaohong Xu ◽  
Russell Matthews
Keyword(s):  
Older Workers ◽  
Cognitive Reappraisal ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Workplace Deviance ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Younger Workers ◽  
Age Related ◽  
Employee Age

Abstract Given the significant costs of abusive supervision and the broad implications of an increasingly aging workforce, scholars have called for examining the role of employee age in the abusive supervision literature. In response to this call, this study introduced a moderated mediation model of age, abusive supervision, cognitive reappraisal, and workplace deviance based on socioemotional selectivity theory. We tested this model with a sample of 614 working adults. Results suggest that employee age significantly moderated the effect of abusive supervision on cognitive reappraisal such that abusive supervision was negatively related to cognitive reappraisal for younger workers, but not for older workers. Cognitive reappraisal was negatively related to workplace (i.e., interpersonal and organizational) deviance. Furthermore, there was a significant moderated mediation effect where the indirect relationship between abusive supervision and workplace deviance via cognitive reappraisal was significant for younger workers, but not for older workers. Our findings suggest that older workers’ emotional competencies (e.g., use of cognitive reappraisal) may account for age-related advantages in coping with abusive supervision. Theoretical and implications were discussed.

Joint influences of individual and work unit abusive supervision on ethical intentions and behaviors: A moderated mediation model.

2013 ◽  
Vol 98 (4) ◽  
pp. 579-592 ◽  
Author(s):  
Sean T. Hannah ◽  
John M. Schaubroeck ◽  
Ann C. Peng ◽  
Robert G. Lord ◽  
Linda K. Trevino ◽  
...  
Keyword(s):  
Abusive Supervision ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Work Unit ◽  
Ethical Intentions ◽  
Moderated Mediation Model ◽  
And Behaviors

scholarly journals Narcissistic Leadership and Workplace Deviance: A Moderated Mediation Model of Organizational Aggression and Workplace Hostility

Organizacija ◽  
2021 ◽  
Vol 54 (4) ◽  
pp. 334-349
Author(s):  
Hussein Hurajah Alhasnawi ◽  
Ali Abdulhassan Abbas
Keyword(s):  
Structural Equation ◽  
Moderated Mediation ◽  
Workplace Deviance ◽  
Equation Modeling ◽  
Survey Method ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
The Impact ◽  
The Relationship ◽  
Workplace Hostility

Abstract Background: Workplace Deviance are among the most common phenomena observed in organizations. This might be attributed to narcissistic style of leadership and the manifestations of organizational aggression. It is further aggravated by increased workplace hostility. The main purpose of this research is to observe the impact of moderated mediation of organizational aggression and workplace hostility upon the relationship between narcissistic leadership and workplace deviance. Methodology: A cross-sectional investigation was conducted using self-survey method. With 673 participants in the study, the author used an electronic questionnaire (Google Forms) to collect data from employees working at five food product companies in Iraq. Mediation model, moderation analysis, and moderated mediation models were evaluated using Structural Equation Modeling (SEM) for which AMOS V.23 software was used. Results inferred that organizational aggression partially mediates a positive relationship between narcissistic leadership and workplace deviance. Further, the relationship between organizational aggression and workplace deviance depends on the changes in level of workplace hostility. Moreover, the study empirically supports the fundamentals of moderated mediation model. In other terms, the study infers that indirect effect of narcissistic leadership in workplace deviance through organizational aggression has been significantly moderated by workplace hostility. Conclusion: When leaders adopt narcissistic behaviors to achieve their personal interests, it leads to increased organizational aggression and workplace deviance that eventually increase the levels of workplace hostility. Accordingly, moderated mediation model provides a better understanding about how narcissistic leadership, organizational aggression, and workplace hostility all work together to influence workplace deviance.

It's not me, it's you: Testing a moderated mediation model of subordinate deviance and abusive supervision through the self‐regulatory perspective

2019 ◽  
Vol 29 (1) ◽  
pp. 227-243 ◽  
Author(s):  
Samson Samwel Shillamkwese ◽  
Hussain Tariq ◽  
Asfia Obaid ◽  
Qingxiong Weng ◽  
Thomas Noel Garavan
Keyword(s):  
Abusive Supervision ◽  
Moderated Mediation ◽  
The Self ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Regulatory Perspective

When a proximate starts to gossip

2019 ◽  
Vol 41 (5) ◽  
pp. 851-875 ◽  
Author(s):  
Bashir Ahmad ◽  
Hussain Tariq ◽  
Qingxiong (Derek) Weng ◽  
Samson Samwel Shillamkwese ◽  
Nadeem Sohail
Keyword(s):  
Social Interaction ◽  
Design Methodology ◽  
Experience Sampling ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Interaction Theory ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Retail Company

Purpose Based on revenge theory and the three objectives of social interaction theory of aggression, the purpose of this paper is to develop a framework to answer why and when a subordinate’s own behaviour instigates abuse at the workplace. In particular, the authors argue that subordinate gossip behaviour instils in supervisors a thought of revenge towards that subordinate, which, in turn, leads to abusive supervision. Specifically, this hypothesised relationship is augmented when the supervisor feels close to the gossiper (i.e. psychological proximity). Design/methodology/approach The authors conducted two independent studies to test the moderated mediation model, which collectively investigate why and when subordinate gossip behaviour provokes abusive supervision in the workplace. A lagged study (i.e. Study 1: 422 supervisors and subordinates) in a large retail company and an experience sampling study (i.e. Study 2: 96 supervisors and subordinates with 480 daily surveys) in multiple organisations provide support for the moderated mediation model. Findings The two-study (i.e. a lagged study and an experience sampling study) findings support the integrated model, which has mainly focussed on instrumental consideration of abusive supervision that influences the supervisor–subordinate relationship. Originality/value The two-study investigation has important and meaningful implications for abusive supervision research because it determines that subordinate gossip behaviour is more threating to a supervisor when the subordinate and the supervisor are psychological close to each other than when they are not. That is because when they are close, the supervisor is not expecting gossip behaviour from the subordinate, thus giving rise to an abusive workplace.

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