Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-8448b6f56d-dnltx Total loading time: 0 Render date: 2024-04-23T11:20:44.851Z Has data issue: false hasContentIssue false

4 - The Effects of the Interactions between Subordinates’ and Supervisors’ Characteristics on Subordinates’ Perceptions of Abusive Supervision

from Part II - The Social Context of Workplace Aggression

Published online by Cambridge University Press:  16 March 2017

By
Mark J. Martinko ,
Jeremy D. Mackey ,
Rebecca Michalak  and
Neal M. Ashkanasy
Edited by
Nathan A. Bowling  and
M. Sandy Hershcovis
Nathan A. Bowling
Affiliation:
Wright State University, Ohio
M. Sandy Hershcovis
Affiliation:
University of Calgary
Get access

Summary

A summary is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Research and Theory on Workplace Aggression , pp. 93 - 120
Publisher: Cambridge University Press
Print publication year: 2017

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Alexander, K. (2011). Abusive supervision as a predictor of deviance and health outcomes: The exacerbating role of narcissism and social support. (Unpublished doctoral dissertation). Bowling Green State University, Bowling Green, OH.Google Scholar
Anderson, C., Buckley, K., & Carnagey, N. (2008). Creating your own hostile environment: A laboratory examination of trait aggressiveness and the violence escalation cycle. Personality and Social Psychology Bulletin, 34, 462–473.Google Scholar
Antonioni, D. (1998). Relationship between the Big Five personality factors and conflict management styles. International Journal of Conflict Management, 9, 336–355.Google Scholar
Aquino, K., & Byron, K. (2002). Dominating interpersonal behavior and perceived victimization in groups: Evidence for a curvilinear relationship. Journal of Management, 28, 69–87.Google Scholar
Aquino, K., & Thau, S. (2009). Workplace victimization: Aggression from the target’s perspective. Annual Review of Psychology, 60, 717–741.Google Scholar
Aryee, S., Chen, Z. X., Sun, L., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: Test of a trickle-down model. Journal of Applied Psychology, 92, 191–201.Google Scholar
Aryee, S., Sun, L. Y., Chen, Z. X. G., & Debrah, Y. A. (2008). Abusive supervision and contextual performance: The mediating role of emotional exhaustion and the moderating role of work unit structure. Management and Organization Review, 4, 393–411.Google Scholar
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315–338.Google Scholar
Bamberger, P. A., & Bacharach, S. B. (2006). Abusive supervision and subordinate problem drinking: Taking resistance, stress, and subordinate personality into account. Human Relations, 59, 723–752.Google Scholar
Bandura, A. (2001). Social cognitive theory: An agentic perspective. Annual Review of Psychology, 52, 1–26.Google Scholar
Barnes, C. M., Lucianetti, L., Bhave, D. P., & Christian, M. S. (2015). You wouldn’t like me when I’m sleepy: Leader sleep, daily abusive supervision, and work unit engagement. Academy of Management Journal, 58, 1419–1437.Google Scholar
Biron, M. (2010). Negative reciprocity and the association between perceived organizational ethical values and organizational deviance. Human Relations, 63, 875–897.Google Scholar
Bowling, N. A., Beehr, T. A., Bennett, M. M., & Watson, C. P. (2010). Prospective examination of the relationship between victim personality and workplace harassment. Work & Stress, 24, 140–158.Google Scholar
Brees, J., Mackey, J., Martinko, M., & Harvey, P. (2014). The mediating role of perceptions of abusive supervision in the relationship between personality and aggression. Journal of Leadership & Organizational Studies, 21, 403–413.Google Scholar
Burton, J. P., & Hoobler, J. M. (2011). Aggressive reactions to abusive supervision: The role of interactional justice and narcissism. Scandinavian Journal of Psychology, 52, 389–398.Google Scholar
Burton, J. P., Hoobler, J. M., & Kernan, M. C. (2011). When research setting is important: The influence of subordinate self-esteem on reactions to abusive supervision. Organization Management Journal, 8, 139–150.Google Scholar
Burton, J. P., Hoobler, J. M., & Scheuer, M. L. (2012). Supervisor workplace stress and abusive supervision: The buffering effect of exercise. Journal of Business and Psychology, 27, 271–279.Google Scholar
Buss, A. H., & Perry, M. (1992). The aggression questionnaire. Journal of Personality and Social Psychology, 63, 452–459.Google Scholar
Carson, A. T., & Baker, R. C. (1994). Psychological correlates of codependency in women. Substance Abuse & Misuse, 29, 395–407.Google Scholar
Chi, S.-C. S., & Liang, S.-G. (2013). When do subordinates’ emotion-regulation strategies matter? Abusive supervision, subordinates’ emotional exhaustion, and work withdrawal. The Leadership Quarterly, 24, 125–137.Google Scholar
Costa, P. T., McCrae, R. R., & Dye, D. A. (1991). Facet scales for agreeableness and conscientiousness: A revision of the NEO personality inventory. Personality and Individual Differences, 12, 887–898.Google Scholar
Coyne, I., Seigne, E., & Randall, P. (2000). Predicting workplace victim status from personality. European Journal of Work & Organizational Psychology, 9, 335–349.Google Scholar
Douglas, S. C., Kiewitz, C., Martinko, M. J., Harvey, P., Kim, Y., & Chun, J. (2008). Cognitions, emotions and evaluations: An elaboration likelihood model for workplace aggression. Academy of Management Review, 33, 425–451.Google Scholar
Douglas, S. C., & Martinko, M. J. (2001). Exploring the role of individual differences in the prediction of workplace aggression. Journal of Applied Psychology, 86, 547–559.Google Scholar
Dunlop, P. D., & Lee, K. (2004). Workplace deviance, organisational citizenship behaviour and business unit performance: The bad apples do spoil the whole barrel. Journal of Organisational Behaviour, 25, 67–80.Google Scholar
Eesley, D. T., & Meglich, P. A. (2013). Empirical evidence of abusive supervision in entrepreneurial and small firms. Journal of Ethics & Entrepreneurship, 3, 39–59.Google Scholar
Einarsen, E., Hoel, H., Zapf, D., & Cooper, C. L. (2003). Bullying and emotional abuse in the workplace. International perspectives in research and practice. London: Taylor & Francis.Google Scholar
Einarsen, S., & Skogstad, A. (1996). Bullying at work: Epidemiological findings in public and private organizations. European Journal of Work & Organizational Psychology, 5, 185–201.Google Scholar
Fiedler, F. E. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.Google Scholar
Frank, P. B., & Golden, G. K. (1992). Blaming by naming: Battered women and the epidemic of codependence. Social Work, 37, 5–6.Google Scholar
Graeff, C. (1997). Evolution of situational leadership theory: A critical review. The Leadership Quarterly, 8, 153–170.Google Scholar
Graen, G. B., & Uhl-Bien, M. (1995). Development of Leader–Member exchange theory of leadership over 25 years: Applying a multi-domain perspective. The Leadership Quarterly, 6, 219–247.Google Scholar
Greenbaum, R. L., Hill, A., Mawritz, M. B., & Quade, M. J. (in press). Employee Machiavellianism to unethical behavior: The role of abusive supervision as a trait activator. Journal of Management. DOI: 10.1177/0149206314535434Google Scholar
Harvey, P., Harris, K. J., Gillis, W. E., & Martinko, M. J. (2014). Abusive supervision and the entitled employee. The Leadership Quarterly, 25, 204–217.Google Scholar
Henle, C. A., & Gross, M. A. (2014). What have I done to deserve this? Effects of employee personality and emotion on abusive supervision. Journal of Business Ethics, 122, 461–474.Google Scholar
Hobman, E. V., Restubog, S. L. D., Bordia, P., & Tang, R. L. (2009). Abusive supervision in advising relationships: Investigating the role of social support. Applied Psychology: An International Review, 58, 233–256.Google Scholar
Hoobler, J., & Brass, D. (2006). Abusive supervision and family undermining as displaced aggression. Journal of Applied Psychology, 91, 1125–1133.Google Scholar
Hoobler, J. M., & Hu, J. (2013). A model of injustice, abusive supervision, and negative affect. The Leadership Quarterly, 24, 256–269.Google Scholar
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7, 323–352.Google Scholar
Inness, M., Barling, J., & Turner, N. (2005). Understanding supervisor-targeted aggression: A within-person between-jobs design. Journal of Applied Psychology, 90, 731–739.Google Scholar
Jian, Z., Kwan, H. K., Qiu, Q., Liu, Z. Q., & Kim, F. H.-K. (2012). Abusive supervision and frontline employees’ service performance. The Service Industries Journal, 32, 683–698.Google Scholar
Jolliffe, D., & Farrington, D. P. (2006). Examining the relationship between low empathy and bullying. Aggressive Behavior, 32, 517–625.Google Scholar
Jones, D. N., & Paulhus, D. L. (2010). Different provocations trigger aggression in narcissists and psychopaths. Social Psychological and Personality Science, 1, 12–18.Google Scholar
Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765–780.Google Scholar
Karmen, A. (2003). Crime victims: An introduction to victimology. Belmont, CA: Wadsworth Publishing.Google Scholar
Kiazad, K., Restubog, S. L. D., Zagenczyk, T. J., Kiewitz, C., & Tang, R. L. (2010). In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior. Journal of Research in Personality, 44, 512–519.Google Scholar
Kiewitz, C., Restubog, S. L. D., Zagenczyk, T. J., Scott, K. D., Garcia, P. R. J. M., & Tang, R. L. (2012). Sins of the parents: Self-control as a buffer between supervisors’ previous experience of family undermining and subordinates’ perceptions of abusive supervision. The Leadership Quarterly, 23, 869–882.Google Scholar
Klaussner, S. (2014). Engulfed in the abyss: The emergence of abusive supervision as an escalating process of supervisor-subordinate interaction. Human Relations, 67, 311–332.Google Scholar
Landau, S. F., & Freeman-Longo, R. E. (1990). Classifying victims: A proposed multidimensional victimological typology. International Review of Victimology, 1, 267–286.Google Scholar
Lee, S., Yun, S., & Srivastava, A. (2013). Evidence for a curvilinear relationship between abusive supervision and creativity in South Korea. The Leadership Quarterly, 24, 724–731.Google Scholar
Levinson, H. (1978). The abrasive personality. Harvard Business Review, 56, 86–94.Google Scholar
Lian, H., Brown, D. J., Ferris, D. L., Liang, L. H., Keeping, L. M., & Morrison, R. (2014). Abusive supervision and retaliation: A self-control framework. Academy of Management Journal, 57, 116–139.Google Scholar
Lian, H., Ferris, D. L., & Brown, D. J. (2012). Does power distance exacerbate or mitigate the effects of abusive supervision? It depends on the outcome. Journal of Applied Psychology, 97, 107–123.Google Scholar
Lin, W., Wang, L., & Chen, S. (2013). Abusive supervision and employee well-being: The moderating effect of power distance orientation. Applied Psychology: An International Review, 62, 308–329.Google Scholar
Liu, J., Kwan, H. K., Wu, L., & Wu, W. (2010). Abusive supervision and subordinate supervisor-directed deviance: The moderating role of traditional values and the mediating role of revenge cognitions. Journal of Occupational and Organizational Psychology, 83, 835–856.Google Scholar
Mackey, J. D., Ellen III, B. P., Hochwarter, W. A., & Ferris, G. R. (2013). Subordinate social adaptability and the consequences of abusive supervision perceptions in two samples. The Leadership Quarterly, 24, 732–746.Google Scholar
Mackey, J. D., Frieder, R. E., Brees, J. R., & Martinko, M. J. (in press). Abusive supervision: A meta-analysis and empirical review. Journal of Management. DOI: 10.1177/0149206315573997Google Scholar
Martinko, M. J., Douglas, S. C., & Harvey, P. (2006). Understanding and managing workplace aggression. Organizational Dynamics, 35, 117–130.CrossRefGoogle Scholar
Martinko, M. J., Harvey, P., Brees, J. R., & Mackey, J. (2013). A review of abusive supervision research. Journal of Organizational Behavior, 34, S120–S137.Google Scholar
Martinko, M. J., Harvey, P., Sikora, D., & Douglas, S. C. (2011). Perceptions of abusive supervision: The role of subordinates’ attribution styles. The Leadership Quarterly, 22, 751–764.Google Scholar
Martinko, M. J., & Zellars, K. L. (1998). Toward a theory of workplace violence: A cognitive appraisal perspective. In Griffin, R. W., O’Leary-Kelly, A, & Collins, J. M. (Eds.), Dysfunctional behavior in organizations: Violent and deviant behavior (pp. 1–42). Stamford, CT: JAI Press.Google Scholar
Matthiesen, S., & Einarsen, S. (2007). Perpetrators and targets of bullying at work: Role stress and individual differences. Violence and Victims, 22, 735–753.Google Scholar
Mawritz, M. B., Dust, S. B., & Resick, C. J. (2014). Hostile climate, abusive supervision, and employee coping: Does conscientiousness matter? Journal of Applied Psychology, 99, 737–747.Google Scholar
Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. V. (2012). A trickle-down model of abusive supervision. Personnel Psychology, 65, 325–357.Google Scholar
May, D., Wesche, J. S., Heinitz, K., & Kerschreiter, R. (2014). Coping with destructive leadership: Putting forward an integrated theoretical framework for the interaction process between leaders and followers. Zeitschrift für Psychologie, 222, 203–213.Google Scholar
Michalak, R. (2014). A dual theory, process-and-variance model of workplace mistreatment and its effects in organisations from the individual target’s perspective. (Unpublished doctoral dissertation). The University of Queensland, Brisbane, Australia.Google Scholar
Milam, A. C., Spitzmueller, C., & Penney, L. M. (2009). Investigating individual differences among targets of workplace incivility. Journal of Occupational Health Psychology, 14, 58–69.Google Scholar
Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92, 1159–1168.Google Scholar
Mitchell, M. S., (2012). Employees’ behavioral reactions to supervisor aggression: An examination of individual and situational factors. Journal of Applied Psychology, 97, 1148–1170.Google Scholar
Mumford, M. D., Dansereau, F., & Yammarino, F. J. (2000). Followers, motivations and levels of analysis: The case of individualized leadership. The Leadership Quarterly, 11, 313–340.Google Scholar
Nandkeolyar, A. K., Shaffer, J. A., Li, A., Ekkirala, S., & Bagger, J. (2014). Surviving an abusive supervisor: The joint roles of conscientiousness and coping strategies. Journal of Applied Psychology, 99, 138–150.Google Scholar
Neves, P. (2014). Taking it out on survivors: Submissive employees, downsizing, and abusive supervision. Journal of Occupational and Organizational Psychology, 87, 507–534.Google Scholar
O’Boyle, E. H., Forsyth, D. R., & O’Boyle, A. S. (2011). Bad apples or bad barrels: An examination of group- and organizational-level effects in the study of counterproductive work behavior. Group & Organization Management, 36, 39–69.Google Scholar
O’Leary-Kelly, A. M., Griffin, R. W., & Glew, D. J. (1996). Organization-motivated aggression: A research framework. Academy of Management Review, 21, 225–253.Google Scholar
Olweus, D. (1978). Aggression in the schools: Bullies and whipping boys. Washington, DC: Hemisphere (Wiley).Google Scholar
Pyc, L. S. (2011). The moderating effects of workplace ambiguity and perceived job control on the relations between abusive supervision and employees’ behavioral, psychological, and physical strains. (Unpublished doctoral dissertation). Hofstra University, Hempstead, NY.Google Scholar
Quine, L. (1999). Workplace bullying in the NHS community trust: Staff questionnaire survey. British Medical Journal, 318, 228–232.Google Scholar
Rafferty, A. E., & Restubog, S. L. D. (2011). The influence of abusive supervisors on followers’ organizational citizenship behaviours: The hidden costs of abusive supervision. British Journal of Management, 22, 270–285.Google Scholar
Rafferty, A. E., Restubog, S. L. D., & Jimmieson, N. L. (2010). Losing sleep: Examining the cascading effects of supervisors’ experience of injustice on subordinates’ psychological health. Work & Stress, 24, 36–55.Google Scholar
Ramirez, O. (2013). Survivors of school bullying: A collective case study. Children & Schools, 35, 93–99.Google Scholar
Restubog, S. L. D., Scott, K. L., & Zagenczyk, T. J. (2011). When distress hits home: The role of contextual factors and psychological distress in predicting employees’ responses to abusive supervision. Journal of Applied Psychology, 96, 713–729.Google Scholar
Sandberg, J., & Alvesson, M. (2011). Ways of constructing research questions: Gap-spotting or problematization? Organization, 18, 23–44.Google Scholar
Scheuer, M. L. (2013). Linking abusive supervision to engagement and burnout: An application of the differentiated job demands-resource model. (Unpublished doctoral dissertation). Hofstra University, Hempstead, NY.Google Scholar
Shoss, M. K., Eisenberger, R., Restubog, S. L. D., & Zagenczyk, T. J. (2013). Blaming the organization for abusive supervision: The roles of perceived organizational support and supervisor’s organizational embodiment. Journal of Applied Psychology, 98, 158–168.Google Scholar
Sulea, C., Fine, S., Fischmann, G., Sava, F. A., & Dumitru, C. (2013). Abusive supervision and counterproductive work behaviors: The moderating effects of personality. Journal of Personnel Psychology, 12, 196–200.Google Scholar
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 4, 178–190.Google Scholar
Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33, 261–289.Google Scholar
Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C., & Hua, W. (2009). Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis. Organizational Behavior and Human Decision Processes, 109, 156–167.Google Scholar
Tepper, B. J., Duffy, M. K., Henle, C. A., & Lambert, L. S. (2006). Procedural injustice, victim precipitation, and abusive supervision. Personnel Psychology, 59, 101–123.Google Scholar
Tett, R. P., & Burnett, D. D. (2003). A personality trait-based interactionist model of job performance. Journal of Applied Psychology, 88, 500–517.Google Scholar
Tsafos, A., & Black, S. (2009). An examination of the characteristics of passive and provocative victims of bullying. American Public Health Association. Philadelphia, PA, November.Google Scholar
Uhl-Bien, M., Riggio, R., & Lowe, K., Carsten, M. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25, 83–104.Google Scholar
Vogel, R. M., Mitchell, M. S., Tepper, B. J., Restubog, S. L. D., Hu, C., Hua, W., & Huang, J.-C. (2015). A cross-cultural examination of subordinates’ perceptions of and reactions to abusive supervision. Journal of Organizational Behavior, 36, 720–745.Google Scholar
Wang, G., Harms, P. D., & Mackey, J. D. (2015). Does it take two to tangle? Subordinates’ perceptions of and reactions to abusive supervision. Journal of Business Ethics, 131, 487–503.Google Scholar
Wang, R., & Jiang, J. (2014). How do narcissistic employees respond to abusive supervision: Two roles of narcissism in decreasing perception and increasing deviance. Psychological Reports: Employment Psychology & Marketing, 115, 1–9.Google Scholar
Wang, W., Mao, J., Wu, W., & Liu, J. (2012). Abusive supervision and workplace deviance: The mediating role of interactional justice and the moderating role of power distance. Asia Pacific Journal of Human Resources, 50, 43–60.Google Scholar
Wei, F., & Si, S. (2013). Tit for tat? Abusive supervision and counterproductive work behaviors: The moderating effects of locus of control and perceived mobility. Asia Pacific Journal of Management, 30, 281–296.Google Scholar
Weiner, B. 1985. An attributional theory of achievement motivation and emotion. Psychology Review, 92, 548–573.Google Scholar
Wen-Hsu, L. (2014). Theories of Victimization. The Encyclopedia of Criminology and Criminal Justice. Blackwell Publishing Ltd. Published online January 22.Google Scholar
Wheeler, A. R., Halbesleben, J. R. B., & Whitman, M. V. (2013). The interactive effects of abusive supervision and entitlement on emotional exhaustion and co-worker abuse. Journal of Occupational and Organizational Psychology, 86, 477–496.CrossRefGoogle Scholar
Whitman, M. V., Halbesleben, J. R. B., & Shanine, K. K. (2013). Psychological entitlement and abusive supervision: Political skill as a self-regulatory mechanism. Health Care Management Review, 38, 248–257.Google Scholar
Wu, T.-Y., & Hu, C. (2013). Abusive supervision and subordinate emotional labor: The moderating role of openness personality. Journal of Applied Social Psychology, 43, 956–970.Google Scholar
Wyld, D. C. (2013). Transformation leadership: When is it redundant? Academy of Management Perspectives, 27. DOI: 10.5465/amp.2013.0064Google Scholar
Zapf, D. (1999). Organisational, work group related and personal causes of mobbing/bullying at work. International Journal of Manpower, 20, 70–85.Google Scholar
Zapf, D., Knorz, C., & Kulla, M. (1996). On the relationship between mobbing factors, and job content, social work environment and health outcomes. European Journal of Work and Organizational Psychology, 5, 215–237.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×