Interpersonal Deviance and Abusive Supervision: The Mediating Role of Supervisor Negative Emotions and the Moderating Ro
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ORIGINAL PAPER
Interpersonal Deviance and Abusive Supervision: The Mediating Role of Supervisor Negative Emotions and the Moderating Role of Subordinate Organizational Citizenship Behavior Gabi Eissa1 · Scott W. Lester2 · Ritu Gupta3 Received: 16 March 2018 / Accepted: 18 February 2019 © Springer Nature B.V. 2019
Abstract We build on the emerging research that shows aversive subordinate workplace behaviors are likely related to abusive supervision in the workplace. Specifically, we develop and test a moderated-mediation model outlining the process of abusive supervision based on the stressor-emotion model of counterproductive work behavior. We argue that subordinate interpersonal deviance prompts supervisor negative emotions, which then leads supervisors to engage in abusive supervision. We also argue that subordinate organizational citizenship behavior (OCB) is likely to play a crucial role in predicting abusive supervision. We argue that interpersonal deviance is more likely to prompt abusive supervision through supervisor negative emotions when the magnitude of an employee’s engagement in OCB is weaker. Study 1, a time-lagged field study, tests and provides support for the relationships among our key variables (Hypotheses 1–3). Study 2, utilizing multisource field data (i.e., subordinate–supervisor dyads), replicates the results from Study 1 and provides support for the entire moderatedmediation model while controlling for tenure with supervisor, subordinate task performance, and subordinate conscientiousness. We find general support for our predictions. We conclude with a discussion of theoretical and practical implications as well as future research directions. Keywords Abusive supervision · Negative emotions · Interpersonal deviance · Organizational citizenship behavior · Unethical behavior It is now well-documented that abusive supervision, or “subordinates’ perceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact” (Tepper 2000, p. 178), results in subordinates engaging in workplace * Gabi Eissa [email protected] Scott W. Lester [email protected] Ritu Gupta [email protected] 1
Department of Management, Fowler College of Business, San Diego State University, San Diego, CA 92182, USA
2
Department of Management & Marketing, College of Business, University of Wisconsin-Eau Claire, Schneider Building 400D, Eau Claire, WI 54702, USA
3
HRM Department, T A Pai Management Institute, Manipal, Karnataka, India
deviance (i.e., violation of organizational norms) targeted at either the organization or its citizens (e.g., Mawritz et al. 2012; Mitchell and Ambrose 2007; Tepper et al. 2008; Thau and Mitchell 2010). This body of research has consistently theorized abusive supervision as a prime antecedent that prompts subordinates to perform various forms of deviant acts. While such theorizing suggests abusive supervision as a precursor to employee deviance, we raise the possibility that an alternative underlying r
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