Examining links between abusive supervision, PsyCap, LMX and outcomes

2019 ◽  
Vol 57 (5) ◽  
pp. 1304-1334 ◽  
Author(s):  
Upasna A. Agarwal
Keyword(s):  
Turnover Intentions ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Mediation Effect ◽  
Conservation Of Resources ◽  
Full Time ◽  
Content Type ◽  
Work Related ◽  
Moderated Mediation Model ◽  
Research Stream

Purpose The purpose of this paper is to propose a moderated mediation model wherein abusive supervision predicts subordinate’s stress and turnover intentions through Psychological Capital (PsyCap). Leader–member exchange (LMX) moderates the abusive supervision-outcome relationship through PsyCap. Design/methodology/approach Two wave data were collected from 1,193 full-time employees across organizations in India. Findings Results suggest that abusive supervision is significantly related to intention to quit and perceive stress, and this relationship is partially mediated by PsyCap. The findings from the moderated mediation analysis revealed that the mediation of PsyCap was moderated by LMX such that at the higher levels of LMX, the mediation effect of PsyCap on workout comes became stronger. Research limitations/implications As the study did not cover all sectors, the results of this study should be interpreted with caution. Originality/value Embedded in the conservation of resources theory, this study adds to the knowledge of how abusive supervision and LMX jointly affect PsyCap, turnover intentions and perceived stress. The results of this study indicate that abusive supervision exerts its influence on work-related outcomes and highlights the importance of taking the quality of relationship (LMX) with supervisor and personal resources into consideration when making sense of the influence of abusive supervision with employee outcomes. The study extends the current research stream of abusive supervision research to one of the underrepresented developing Asian countries, India.

Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fauzia Syed ◽  
Saima Naseer ◽  
Muhammad Waheed Akhtar ◽  
Mudassir Husnain ◽  
Muhammad Kashif
Keyword(s):  
Indirect Effects ◽  
Service Sector ◽  
Turnover Intentions ◽  
Moderated Mediation ◽  
Negative Evaluation ◽  
Fear Of Negative Evaluation ◽  
Appraisal Theory ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Knowledge Hiding

Purpose This study aims to utilize the cognitive appraisal theory of stress and coping by conducting a joint investigation of the mediating role of knowledge hiding behaviors in the relationship of exploitative leadership on employee’s work related attitudes (i.e. turnover intentions) and behaviors (e.g. job performance, creativity) and fear of negative evaluation in influencing this mediation. Design/methodology/approach Using the Preacher and Hayes’ (2004) moderated-mediation approach, the authors tested the model by collecting multi-wave and two-source data from employees and fellow peers (n = 281) working in the service sector of Pakistan. Findings Results of the study demonstrate that exploitative leadership adversely influences one’s performance and turnover intentions through knowledge hiding behaviors. The fear of negative evaluation moderates the indirect effects of exploitative leadership on employee’s outcomes through knowledge hiding behaviors such that these indirect effects are stronger for individuals possessing low levels of fear of negative evaluation. Originality/value The current study contributes to knowledge management and dark leadership literature by suggesting knowledge hiding behaviors as a process through which exploitative leaders unveil their negative effects on employee’s outcomes. This study is also unique in the sense, as it posits that employees might vary because of their dispositional traits (i.e. low fear of negative evaluation) in responding to exploitative leadership with greater knowledge hiding behaviors.

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.

Voice behavior of Indian IT employees: a moderated mediation model

2020 ◽  
Vol 28 (6) ◽  
pp. 1255-1271
Author(s):  
R. Prince ◽  
M. Kameshwar Rao
Keyword(s):  
Self Efficacy ◽  
Turnover Intentions ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Voice Behavior ◽  
Content Type ◽  
Moderated Mediation Model ◽  
It Employees ◽  
Managerial Openness ◽  
Prohibitive Voice

Purpose The purpose of this study is to explore how promotive and prohibitive voice behaviors of Indian information technology (IT) employees vary in their relationship with other factors. This study investigates a moderated mediation model involving different factors like managerial openness, voice self-efficacy, turnover intentions and promotive and prohibitive voice behaviors. Design/methodology/approach This study uses a cross-sectional design to collect data from 254 executives working in the IT companies located in India. This study uses IBM SPSS 22 along with the Hayes’ PROCESS module to investigate the moderation and mediation effects. Findings The results reveal that both promotive and prohibitive voice behaviors fully mediate the negative relationship between managerial openness and employee turnover intentions. The results also support that voice self-efficacy strengthens the relationship between managerial openness and promotive voice behavior but not prohibitive voice behavior. Originality/value This is one of the very few studies to explore voice behavior from the Indian context and thus heeds to the call made by researchers to explore voice in a non-Western context. The treatment of voice as a combination of promotive and prohibitive voice rather than as a unitary concept enhances the voice literature and invites further research.

Linking interactional injustice to EVLN outcomes

2019 ◽  
Vol 28 (2) ◽  
pp. 488-506 ◽  
Author(s):  
Arpana Rai ◽  
Upasna A. Agarwal
Keyword(s):  
Indirect Effect ◽  
Psychological Contract ◽  
Service Sector ◽  
Moderated Mediation ◽  
Full Time ◽  
Cross Sectional ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Cross Sectional Design

Purpose The study aims to examine a moderated mediation model of effects of conscientiousness on the mediating role of psychological contract violation (PCV) on interactional injustice and employees EVLN (exit, voice, loyalty and neglect) outcomes relationships. Design/methodology/approach A sample of 422 full-time managerial employees working across different service sector-based Indian organizations was used to test the proposed moderated mediation. The analysis was performed using Hayes’ Process Macro. Findings Results revealed that (i) the effect of interactional injustice on employee EVLN outcomes is mediated through PCV and (ii) the strength of this indirect effect is dependent on individual differences in conscientiousness. As such, the overall pattern of relationships supported moderated mediation, in that, the indirect effect of interactional injustice on voice and loyalty through PCV was stronger for employees high (as compared with those low) in conscientiousness. Research limitations/implications A cross-sectional design and use of self-reported questionnaire data in the sample are a few limitations of the study. Originality/value This study advances the existing literature on interactional injustice by extending its range of outcomes as well as by examining the underlying and intervening conditions in the interactional injustice-outcomes relationship.

The effect of leadership on work-related flow: a moderated mediation model

2017 ◽  
Vol 38 (2) ◽  
pp. 210-228 ◽  
Author(s):  
Junbang Lan ◽  
Chi-Sum Wong ◽  
Chunyan Jiang ◽  
Yina Mao
Keyword(s):  
Positive Psychology ◽  
Emotional Labor ◽  
Psychological Empowerment ◽  
Moderated Mediation ◽  
Flow Experience ◽  
Mediation Model ◽  
Content Type ◽  
Work Related ◽  
Moderated Mediation Model ◽  
Two Samples

Purpose Some indirect evidence indicates that leadership may affect work-related flow, a core concept in positive psychology. However, the exact process of how this relationship takes place is still unknown. Based on the nature of leader-member exchange (LMX), the purpose of this paper is to hypothesize a moderated mediation model of the LMX-flow relationship in which psychological empowerment is the mediator while emotional intelligence (EI) is the moderator. Design/methodology/approach Two samples are utilized in the study. One sample (n=219) is from the service industry representing a high emotional labor job, and the other sample (n=208) is from the manufacturing industry representing a low emotional labor job. Findings In both the samples, psychological empowerment mediates the positive relationship between LMX and work-related flow. However, the moderated mediation effect of EI is supported only in the service sample but not in the manufacturing sample. Practical implications Leader plays an important role in facilitating subordinates’ flow experience by enhancing psychological empowerment. For the high emotional labor job, employees with high EI are better able to transfer leader’s support into flow experience. Originality/value The paper, as the first study to connect LMX with flow concept, advances the study of positive psychology in workplace context, especially the leadership field. By proposing a mediating mechanism and outlining EI as a moderator, the study explains how LMX relates to flow experience at work.

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.

scholarly journals Would you please stop that!?

2015 ◽  
Vol 34 (10) ◽  
pp. 1272-1287 ◽  
Author(s):  
Joseph A. Allen ◽  
Michael A. Yoerger ◽  
Nale Lehmann-Willenbrock ◽  
Johanna Jones
Keyword(s):  
Sampling Strategy ◽  
Employee Voice ◽  
Future Research ◽  
Conservation Of Resources ◽  
Full Time ◽  
Cross Sectional ◽  
Content Type ◽  
Working Adults ◽  
Work Related ◽  
Practical Implications

Purpose – Meetings are ubiquitous in organizational life and are a great source of frustration and annoyance to many employees in the workplace, in part due to counterproductive meeting behaviors (CMBs). CMBs include engaging in irrelevant discussion, complaining about other attendees, arriving to the meeting late, and other similar, disruptive behaviors. Consistent with conservation of resources theory, the purpose of this paper is to examine the potential resource draining effect of CMBs on two key workplace attitudes/behaviors, employee voice, and coworker trust. Design/methodology/approach – The authors used Amazon’s MTurk service to recruit a sample of full-time working adults from a variety of industries who regularly attend meetings. Participants completed a survey with items relating to CMBs, trust, voice, and meeting load. Findings – The authors found that CMBs were indeed negatively related to both employee voice and coworker trust. Further, both of these relationships were even more negative for those who had fewer meetings (i.e. meeting load as a moderator). Research limitations/implications – The results of this study suggest that behavior in meetings may spill over and impact employees in other areas of their work life, perhaps harming other important work-related outcomes (e.g. performance). The cross-sectional nature of the sampling strategy is a limitation that provides opportunities for future research as discussed. Practical implications – The practical implications are rather straightforward and poignant. Managers and meetings leaders should seek ways to reduce CMBs and promote good meeting processes generally. Originality/value – The current study is the first to overtly investigate CMBs in workplace meetings and connect them to meaningful, non-meeting-related, outcomes. Further, the study shows the usefulness of conservation resources theory for explaining the dynamic processes that occur for meeting attendees.

When and how vicarious abusive supervision leads to bystanders’ supervisor-directed deviance

2019 ◽  
Vol 48 (7) ◽  
pp. 1734-1755
Author(s):  
Shu-Chen Chen ◽  
Na-Ting Liu
Keyword(s):  
Performance Appraisal ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Dyadic Relationships ◽  
Mediation Model ◽  
Responsibility Attribution ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Nuanced Understanding ◽  
Indirect Relationship

Purpose The purpose of this paper is to examine bystanders’ supervisor-directed deviance to vicarious abusive supervision by supervisor-directed attribution. Furthermore, this study developed a moderated–mediation model to explore how LMX between bystander and his/her supervisor moderate the relationship between vicarious abusive supervision and the supervisor-directed attribution, which subsequently influences bystanders’ supervisor-directed deviance. Design/methodology/approach The paper tested the model using a sample of 336 workers using a two-wave survey. A moderated–mediation analysis was conducted with bootstrapping procedure to test the first stage moderated–mediation model in this study. Findings The results showed that LMX (between bystander and his/her supervisor) weakens the indirect relationship between vicarious abusive supervision and supervisor-directed deviance by bystanders’ supervisor-directed attribution. Practical implications Leadership training programs should be conducted to caution supervisors in terms of the deleterious consequences of vicarious abusive supervision. Organizations also should plan perception and communication training courses for leaders; such training would reduce bystanders’ responsibility attribution to them by providing timely explanations and communication. Furthermore, organizations should monitor supervisors by managers’ performance appraisal and formulate rules to punish abusive managers. Originality/value These results clarify the nature and consequences of LMX (dyadic relationships of bystanders–supervisor) for bystanders’ attribution process, and explain underlying attributional perceptions and reactions to vicarious abusive supervision. This study provides a more nuanced understanding of when and how vicarious abusive supervision leads to bystanders’ supervisor-directed deviance.

“I want to leave, but there is nowhere to go”

2019 ◽  
Vol 28 (2) ◽  
pp. 474-487
Author(s):  
Riann Singh
Keyword(s):  
Banking Sector ◽  
Turnover Intentions ◽  
Abusive Supervision ◽  
Workplace Deviance ◽  
Frontline Employees ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Wave Research ◽  
The Relationship

Purpose Limited research has explored the behavioural tendencies of reluctant stayers. This study aims to expand research here to explain how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. This study postulates that employees who are victims of abusive supervision are more likely to develop intentions to leave their job. Abusive supervision is expected to indirectly spur workplace deviance, with turnover intentions as the mediator. Further, the availability of job alternatives is expected to moderate the relationship between turnover intentions and workplace deviance, thereby forming a moderated-mediation model. Design/methodology/approach Employee data were collected from 228 frontline employees within the banking sector of Trinidad, using a two-wave research design. A path-analytic approach was used to test the research relationships. Findings The findings provided support for the propositions that abusive supervision predicts turnover intentions, that turnover intentions mediate the abusive supervision – workplace deviance relationship, and that the availability of job alternatives moderate the relationship between turnover intentions and workplace deviance. Originality/value This study addresses a clear research gap, as no study has examined how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. In fact, few studies have explored the behaviour of reluctant stayers and the moderating role of job alternatives in the behaviours of such stayers.

Why and when are silent employees less satisfied with their jobs? A conservation of resources perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hui-Hsien Hsieh ◽  
Jie-Tsuen Huang
Keyword(s):  
Job Satisfaction ◽  
Latent Variables ◽  
Negative Relationship ◽  
Moderated Mediation ◽  
Conservation Of Resources ◽  
Positive Affectivity ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Negative Effect ◽  
Employee Silence

PurposeEmployee silence is pervasive in the workplace and can be severely detrimental to employees' job satisfaction. However, research on why and when employee silence undermines job satisfaction remains poorly understood. Drawing upon conservation of resources theory, the authors proposed and tested a moderated mediation model wherein employee silence predicted job satisfaction through vigor, with positive affectivity acting as a dispositional moderator.Design/methodology/approachTwo-wave time-lagged data were collected from a sample of 183 employees in Taiwan. A moderated mediation analysis with latent variables was conducted to test the hypotheses.FindingsResults indicated that employees' vigor mediated the negative relationship between employee silence and job satisfaction only for employees with low positive affectivity.Originality/valueBy identifying vigor as a psychological mechanism explaining the negative effect of silence on job satisfaction and positive affectivity as a buffer against the detrimental effect of silence on vigor and, indirectly, job satisfaction, the results provide a more nuanced understanding of why and when silent employees are less satisfied with their jobs.

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