How abusive supervision climate affects team creativity: the contingent role of task interdependence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chenghao Men ◽  
Lei Yue ◽  
Huo Weiwei ◽  
Bing Liu ◽  
Guangwei Li
Keyword(s):  
Collective Efficacy ◽  
Cultural Context ◽  
Group Identification ◽  
Abusive Supervision ◽  
Task Interdependence ◽  
Positive Relation ◽  
Paired Data ◽  
Team Creativity ◽  
Content Type

PurposeDrawing on theories of social information processing and social identity, the authors explore how abusive supervision climate affects team creativity in a Chinese cultural context. The authors propose that this relation will be mediated by collective efficacy and group identification and moderated by task interdependenceDesign/methodology/approachThe study conducted a confirmatory factor analysis and hierarchical regression to analyze the paired data from 67 research and development (R&D) teams involving 378 employees and employers in a Chinese cultural context.FindingsResults demonstrate that abusive supervision climate was negatively related to team creativity, fully mediated by collective efficacy and group identification in a Chinese cultural context. In addition, task interdependence strengthened the positive relation between collective efficacy and team creativity, as well the positive relation between group identification and team creativity.Originality/valueAlthough research has explored how abusive supervision climate influences individual creativity, few studies have investigated the relation between abusive supervision climate and team creativity in a Chinese cultural context. This study is one of the first to explore how abusive supervision climate affects team creativity in a Chinese cultural context and examine the moderating role of task interdependence in the relation between abusive supervision climate and team creativity.

Exploring job crafting as a response to abusive supervision

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huda Masood ◽  
Len Karakowsky ◽  
Mark Podolsky
Keyword(s):  
Thematic Analysis ◽  
Critical Incident ◽  
Cultural Context ◽  
Abusive Supervision ◽  
Job Crafting ◽  
Research Approach ◽  
Structured Interviews ◽  
Content Type ◽  
Qualitative Exploration

PurposeThe purpose of this qualitative exploratory study was to investigate the capacity of job crafting to serve as a viable response to abusive supervision. Although considerable literature has emerged on employee reactions to abusive supervision, the role of job crafting as a coping mechanism has received relatively little attention.Design/methodology/approachUsing qualitative exploration, we conducted semi-structured interviews to examine how individuals engage in job crafting as a means to respond to or cope with abusive supervision. Critical Incident Interview Technique (CIIT) was used to obtain in-depth details of this topic. We analyzed the interview-based data using the thematic analysis (TA) technique. We also integrated topic modeling to cluster the identified categories of job crafting behaviors within our TA. The cultural context of our findings was further analyzed using interpretive phenological analysis (IPA).FindingsThe results of our thematic analysis led to four recurring themes in the interview-data: (1) Job crafting as a viable coping response to abusive supervision; (2) The type of coping relates to the type of crafting: Approach and Avoidance; (3) The role of perceived control; (4) Emotions play a role in the type of crafting employed. Findings from our IPA generated the following super-ordinate themes. (1) Job crafting fluidity, (2) effectiveness of job crafting, (3) resilience and (4) cultural dynamics.Research limitations/implicationsThis research reveals the ways in which individuals may turn to job crafting behaviors as a means to cope following instances of abusive supervision. Given the qualitative exploration of our research approach, we identify generalizability to be an issue.Practical implicationsJob crafting is a proactive phenomenon that equips employees with coping abilities in the workplace. While Wrzesniewski and Dutton (2001) suggested that job crafting behaviors tend to be hidden from management, there may be merit in organizations explicitly acknowledging the benefits of allowing employees to be active agents in their work, capable of using multiple domains of job crafting to improve their personal and professional lives (Petrou et al., 2017).Originality/valueThe current research reveals the ways in which individuals may turn to job crafting behaviors as a means to cope, following instances of abusive supervision. We further fine-grained our analysis to explicate employee job crafting behaviors in response to abusive supervision within a cross-cultural domain.

Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chenghao Men ◽  
Ruiqian Jia
Keyword(s):  
Team Learning ◽  
Task Complexity ◽  
Knowledge Worker ◽  
Task Interdependence ◽  
Sustainable Competitive Advantage ◽  
Team Creativity ◽  
Content Type ◽  
Moderating Role ◽  
And Task

PurposeOrganizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between knowledge-oriented leadership and team creativity.Design/methodology/approachThe hypotheses were tested with a sample of 89 knowledge worker teams consisting of 412 employees and employers in China.FindingsResults show that knowledge-oriented leadership is positively associated with team creativity, mediated by team learning. Additionally, task interdependence and task complexity can strengthen the positive relation between team learning and team creativity.Originality/valueThe study is the first to explore the relation between knowledge-oriented leadership and team creativity and the moderating role of task interdependence and task complexity in the relation between team learning and team creativity.

Knowledge hiding and team creativity: the contingent role of task interdependence

2018 ◽  
Vol 56 (2) ◽  
pp. 329-343 ◽  
Author(s):  
Patrick S.W. Fong ◽  
Chenghao Men ◽  
Jinlian Luo ◽  
Ruiqian Jia
Keyword(s):  
Organizational Performance ◽  
Absorptive Capacity ◽  
Negative Relationship ◽  
Knowledge Worker ◽  
Task Interdependence ◽  
Team Creativity ◽  
Content Type ◽  
Knowledge Hiding ◽  
The Relationship

Purpose Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity. Design/methodology/approach The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China. Findings Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence. Practical implications Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence. Originality/value This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.

Abusive supervision and job outcomes: a moderated mediation study

2018 ◽  
Vol 6 (2) ◽  
pp. 137-152 ◽  
Author(s):  
Sajeet Pradhan ◽  
Lalatendu Kesari Jena
Keyword(s):  
Emotional Exhaustion ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Intention To Quit ◽  
Conservation Of Resources ◽  
Coworker Support ◽  
Content Type ◽  
Indirect Relationship

Purpose Based on the conservation of resources theory, the purpose of this paper is to investigate the linkage between abusive supervision (a workplace stressor) and subordinate’s intention to quit by focusing on the mediating role of emotional exhaustion. The study also explores the conditional mediation model by testing the moderational role of perceived coworker support on the mediated abusive supervision-intention to quit relationship via emotional exhaustion. Design/methodology/approach To test the proposed hypotheses, the study draws data from 382 healthcare employees working in several hospitals and clinics in the eastern and north-eastern states of India. The authors collected data on the predictor and criterion variables at two time points with a separation of three to four weeks in a reversed order to counter priming effect. Findings The findings of the study reported that emotional exhaustion partially mediated the abusive supervision-intention to quit relationship. The result also supported the assertion that perceived coworker support will moderate the relationship between abusive supervision and subordinate’s intention to quit. The authors also found support to the moderated mediation hypothesis, that suggest perceived coworker support will reduce the mediating effect of abusive supervision-intention to quit relationship via emotional exhaustion. Originality/value This study is among few empirical investigations to investigate and report the interactional effect of perceived coworker support (a buffer) on the indirect relationship between abusive supervision and subordinate’s intention to quit via emotional exhaustion.

The effects of individual differentiation on newcomer group identification

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jenny Chen ◽  
Helena D. Cooper-Thomas
Keyword(s):  
Organizational Socialization ◽  
Group Identification ◽  
Negative Influence ◽  
Role Modeling ◽  
Social Feedback ◽  
Content Type ◽  
Verification Process ◽  
Individual Differentiation ◽  
Indirect Relationship

PurposeWith organizations hiring from increasingly diverse labor markets, this study aims to examine the implications of newcomers’ individual differentiation for their group identification. The paper proposes and tests a self-verification process in which individual differentiation predicts group identification through role innovation under positive social feedback on innovation (moderated mediation). Simultaneously, a self-categorization pathway is examined of the indirect negative influence of individual differentiation on group identification through role modeling (mediation).Design/methodology/approachSurvey data were collected at three time points from 161 UK university alumni.FindingsThe analyses support a self-verification pathway: newcomers with high individual differentiation report higher group identification via role innovation only when they receive positive feedback on their innovative actions. However, there was no support for a self-categorization pathway, with no indirect relationship found between individual differentiation and group identification via role modeling.Practical implicationsHR practitioners and managers who are responsible for helping newcomers adjust should consider newcomers’ individual differentiation. Specifically, newcomers with high individual differentiation may more successfully navigate their transition and identify with their workgroup when given appropriate support, such as positive social feedback on their innovative actions.Originality/valueThe study extends organizational socialization research by focusing on when newcomers with high individual differentiation may experience group identification. The findings highlight the important role of positive social feedback on group identification; this suggests a potential means by which newcomers with high individual differentiation can settle successfully.

Promoting fearlessness of change through social intelligence: mediating role of collective efficacy and moderating role of management commitment to change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meghna Goswami
Keyword(s):  
Collective Efficacy ◽  
Structural Equation ◽  
Social Intelligence ◽  
Mediation Effect ◽  
Commitment To Change ◽  
Content Type ◽  
Management Commitment ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the influence of social intelligence and collective efficacy on the fearlessness of change. Furthermore, this study investigates the mediation effect of collective efficacy and moderating role of management commitment to change in the relationship between social intelligence and fearlessness of change. Design/methodology/approach The analysis is based on data collected from 296 members of information technology and Banking Financial Services Industry organisations using a survey questionnaire. Hypotheses have been tested using structural equation modelling. Findings The findings show that social intelligence and collective efficacy positively influence fearlessness of change. Social intelligence also impacts collective efficacy positively. Further, collective efficacy acts as a mediator and management commitment to change acts as a moderator in the relationship between social intelligence and fearlessness of change. Research limitations/implications This study highlights the relevance of social intelligence in fostering a fearless attitude towards change for easy transition from the current organisational state to a new or desired state. Practical implications Organisational leaders must strive to develop a climate of fearlessness in organisations undergoing change so that the employees acquire this attitude of fearlessness and face the hurdles that come with change with a positive mind set. Originality/value This study is amongst the few such studies that examined the relationship amongst variables of this study.

When abusive supervision leads to good performance: an exploration of the bright side of abusive supervision

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Filza Hameed ◽  
Sadia Shaheen ◽  
Bashir Ahmad ◽  
Muhammad Mudassar Anwar ◽  
Muhammad Ahmad-ur-Rehman
Keyword(s):  
Cultural Context ◽  
Structural Equation ◽  
Abusive Supervision ◽  
Dark Side ◽  
Equation Modeling ◽  
Causal Inferences ◽  
Cross Sectional ◽  
Content Type ◽  
Work Related ◽  
Bright Side

PurposeThe successful performance of organizations depends on the smooth working relations between their leaders and employees. Considering the importance of the behaviors of leaders/supervisors, this study intends to explore the bright side of abusive supervision on the performance of trainees in different police colleges in Pakistan.Design/methodology/approachThe data for this study were collected from police colleges and supervisors in Pakistan, and the sample comprised police trainees and their instructors (N = 254 responses from 50 instructors and 254 police trainees). The data were analyzed using structural equation modeling via Amos to test the hypothesized relationships.FindingsResults reveal a positive connection between abusive supervision and the performance of trainees. Moreover, the moderating role of passion for a cause in the relationship between abusive supervision and trainee performance is supported.Research limitations/implicationsDespite its relevance, this study has certain limitations. First, this study was conducted in a specific occupational and cultural context. A comprehensive understanding of the diverse occupational and cultural context considerations can increase this study's value. Second, this study used cross-sectional data for analysis, which hindered us from making causal inferences. For a clear and improved understanding, longitudinal studies can help facilitate the process.Originality/valueThis study intends to explore the bright side of abusive supervision on the performance of trainees in different police colleges in Pakistan. The literature demonstrated the “dark side” of abusive supervision on work-related attitudes and behaviors. However, few studies investigated or explored the “bright side” of abusive supervision.

Linking team-member exchange differentiation to team creativity

2020 ◽  
Vol 41 (2) ◽  
pp. 208-219
Author(s):  
Chao Chen ◽  
Xinmei Liu
Keyword(s):  
Negative Relationship ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Team Member Exchange ◽  
Member Exchange

PurposeThe purpose of this paper is to examine the effect of team-member exchange (TMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of team proactivity in linking TMX differentiation with team creativity and the moderating role of leader-member exchange (LMX) median in influencing the mediation.Design/methodology/approachA time-lagged field survey data from 331 employees and 68 team leaders in more than ten high-technology firms from Northern China was used to test the model.FindingsResults indicated that the negative relationship between TMX differentiation and team creativity was mediated by team proactivity. Moderated mediation analyses further revealed that team proactivity mediated the relationship between TMX differentiation and team creativity for only those teams with a low-LMX median.Originality/valueThe empirical study provides preliminary evidence of the mediating role of team proactivity in the negative relationship between TMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that LMX quality can moderate the indirect impact of TMX differentiation on team creativity (via team proactivity).

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

The role of abusive supervision and organizational commitment on employees' information security policy noncompliance intention

2020 ◽  
Vol 30 (5) ◽  
pp. 1383-1405
Author(s):  
Bowen Guan ◽  
Carol Hsu
Keyword(s):  
Organizational Commitment ◽  
Security Policy ◽  
Affective Commitment ◽  
Abusive Supervision ◽  
Three Dimensions ◽  
Continuance Commitment ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to investigate the association between abusive supervision and employees' information security policy (ISP) noncompliance intention, building on affective commitment, normative commitment and continuance commitment. The study also examines the moderating effect of perceived certainty and severity of sanctions on the relationship between the three dimensions of organizational commitment and ISP noncompliance intention.Design/methodology/approachSurvey methodology was used for data collection through a well-designed online questionnaire. Data was analyzed using the structural equation model with Amos v. 22.0 software.FindingsThis study demonstrates that abusive supervision has a significant, negative impact on affective, normative and continuance commitment, and the three dimensions of organizational commitment are negatively associated with employees' ISP noncompliance intention. Results also indicate that the moderating effect of perceived severity of sanctions is significant, and perceived certainty of sanctions plays a positive moderating role in the relationship between affective commitment and employees' ISP noncompliance intention.Practical implicationsFindings of this research are beneficial for organizational management in the relationships between supervisors and employees. These results provide significant evidence that avoiding abusive supervision is important in controlling employees' ISP noncompliance behavior.Originality/valueThis research fills an important gap in examining employees' ISP noncompliance intentions from the perspective of abusive supervision and the impact of affective, normative and continuance commitment on ISP noncompliance. The study is also of great value for information systems research to examine the moderating role of perceived certainty and severity of sanctions.

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