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Abusive supervision

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Title: Abusive supervision  
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Subject: Bullying, Workplace bullying, Workplace, Workplace listening, Employee morale
Collection: Abuse, Bullying, Management, Psychological Abuse, Social Psychology, Workplace, Workplace Bullying
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Abusive supervision

Abusive supervision is most commonly studied in the context of the workplace, although can arise in other areas such as in the household and at school. "Abusive supervision has been investigated as an antecedent to negative subordinate workplace outcome".[1][2] "Workplace violence has combination of situational and personal factors". The study that was conducted looked at the link between abusive supervision and different workplace events.[3]

Contents

  • Workplace bullying 1
  • Workplace deviance 2
  • Social undermining 3
  • Machiavellianism 4
  • See also 5
  • References 6
  • Further reading 7

Workplace bullying

Abusive supervision overlaps with workplace bullying in the workplace context. Research suggests that 75% of workplace bullying incidents are perpetrated by hierarchically superior agents. Abusive supervision differs from related constructs such as supervisor bullying and undermining in that it does not describe the intentions or objectives of the supervisor.[4]

Workplace deviance

Workplace deviance is closely related to abusive supervision. Abusive supervision is defined as the "subordinates' perceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and nonverbal behaviors".[5] This could be when supervisors ridicule their employees, give them the

  • Liu D, Liao H, Loi R The dark side of leadership: A three-level investigation of the cascading effect of abusive supervision on employee creativity Academy of Management Journal July 20, 2012

Further reading

  1. ^
  2. ^ Hoobler, J. M., Tepper, B. J., & Duffy, M. K. ( 2000). Moderating effects of coworkers' organizational citizenship behavior on relationships between abusive supervision and subordinates' attitudes and psychological distress. Paper presented at the annual meeting of the Southern Management Association, Orlando, FL.
  3. ^
  4. ^ Tepper BJ Abusive supervision in work organizations: Review, synthesis, and research agenda Journal of Management June 2007 Vol 33 no 3 P261-289
  5. ^
  6. ^ a b c James Larsen Abusive Supervision Article No. 309 Business Practice Findings
  7. ^
  8. ^ The past, present, and future of workplace deviance research. Bennett, Rebecca J.; Robinson, Sandra L.Greenberg, Jerald (Ed), (2003). Organizational behavior: The state of the science (2nd ed.). , (pp. 247-281).
  9. ^
  10. ^
  11. ^
  12. ^
  13. ^ 8. Hoobler, J. M., & Brass, D. J. (2006). Abusive supervision and family undermining as displaced aggression. Journal Of Applied Psychology, 91(5), 1125-1133. doi:10.1037/0021-9010.91.5.1125
  14. ^ Kohyar Kiazada, Simon Lloyd D. Restubog, Thomas J. Zagenczyk, Christian Kiewitz, Robert L. Tang In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior

References

See also

In research, the presence of Machiavellianism was positively associated with subordinate perceptions of abusive supervision.[14]

Machiavellianism

When a subordinate is being abused, it can lead to negative affect towards their family where the subordinate starts undermining their family members. The undermining can arise from displaced aggression which is "redirection of a [person’s] harm doing behavior from a primary to a secondary target" (Tedeschi & Norman, 1985, p. 30). Family undermining arises from a negative work environment: when someone above you puts you down, one starts to think that one should be put down by one's family members.[13]

Hostile attribution bias is an extra punitive mentality where individuals tend to project blame on others. Researchers wanted to see how hostile attribution bias can moderate the relationship between perceptions of psychological contract violation and subordinates’ perceptions of abusive supervision. Undermining does arise with abusive supervision, which affects families and aggression; they believe that there is a stronger positive relationship between experiences of psychological contract violation and subordinates’ reports of abuse. It suggests that when someone has a negative work environment, it will affect their emotional training ground where this would result in negative home encounters. The findings from this study show that abused subordinates' family members reported a higher incidence of undermining in their home. When this occurs, complications arise at both home and work. Workplace abuse may be spawning negative interpersonal relations in the home, which may contribution to a downward spiral of relationships in both spheres.[12]

Research has shown that "abusive supervision is a subjective assessment made by subordinates regarding their supervisors" behavior towards them over a period of time.[10] For example, abusive supervision includes a "boss demeaning, belittling, or invading privacy of the subordinate.[11]

Social undermining can arise from abusive supervision, such as when a supervisor uses negative actions and it leads to "flow downhill"; a supervisor is perceived as abusive.

Social undermining

Workplace experiences may fuel the worker to act out. Research has been conducted demonstrating that the perception of not being respected is one of the main causes for workplace deviance; workplace dissatisfaction is also a factor. According to Bolin and Heatherly,[7] "dissatisfaction results in a higher incidence of minor offenses, but does not necessarily lead to severe offense". An employee who is less satisfied with his or her work may become less productive as their needs are not meet. In the workplace, "frustration, injustices and threats to self are primary antecedents to employee deviance".[8] Although workplace deviance does occur, the behavior is not universal. There are two preventive measures that business owners can use to protect themselves.[9] The first is strengthening the employee's commitment by reacting strongly to abusive supervision so that the employee knows that the behavior is not accepted. Holding the employee at high esteem by reminding them of their importance, or setting up programs that communicate concern for the employee may also strengthen employee commitment. Providing a positive ethical climate can also help. Employers can do this by having a clear code of conduct that is applied to both managers and employees alike.[6]

[6]

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