It Matters! Emotion Regulation Strategy Use Moderates the Relationship Between Abusive Supervision and Supervisor-Direct
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It Matters! Emotion Regulation Strategy Use Moderates the Relationship Between Abusive Supervision and Supervisor-Directed Deviance Yisheng Peng 1
& Xiaohong
Xu 2 & Jie Ma 3 & Wenqin Zhang 4
Received: 11 May 2020 / Revised: 2 September 2020 / Accepted: 17 September 2020 # Springer Nature Switzerland AG 2020
Abstract This study examined the moderating effects of cognitive reappraisal and emotional suppression, two contrasting and representative emotion regulation strategies, on the abusive supervision - supervisor-directed deviance relationship. We tested the moderation hypotheses with two samples. Sample 1 consisted of a group of 499 Englishspeaking full-time workers recruited from TurkPrime. Sample 2 included a group of 318 Chinese full-time workers from various organizations. These two samples provided convergent evidence for the moderation effects of both cognitive reappraisal and emotional suppression. Specifically, cognitive reappraisal weakened the relationship between abusive supervision and supervisor-directed deviance such that the relationship was weaker among employees with higher than lower cognitive reappraisal. Emotional suppression exaggerated the association between abusive supervision and supervisor-directed deviance such that this association was stronger for employees with higher than lower emotional suppression. Our findings highlight the differential effectiveness of cognitive reappraisal and emotional suppression in coping with abusive supervision. Theoretical and practical implications were discussed. Keywords Abusive supervision . Cognitive reappraisal . Emotional suppression . Emotion regulation . Workplace deviance
* Yisheng Peng [email protected]
1
Department of Organizational Science and Communication, The George Washington University, Washington, DC 20052, USA
2
Department of Psychology, Old Dominion University, Norfolk, VA 23529, USA
3
School of Management, Jinan University, Guangzhou 510632 Guangdong Province, China
4
School of Business Administration, Nanjing University of Finance and Economics, Nanjing 210023 Jiangsu, China
Occupational Health Science
Introduction Abusive supervision, “subordinates’ perceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and non-verbal behaviors, excluding physical contact” (Tepper 2000, p.178), has garnered increased research attention (Tepper et al. 2017). It is estimated that 10–16% of American employees regularly experience abusive supervision (Tepper et al. 2004). Abusive supervision is associated with various impaired work and well-being outcomes, such as increased anger and emotional exhaustion/burnout (Chi and Liang, 2013; Peng et al. 2019), lower job commitment (Peltokorpi and Ramaswami 2019), and poorer job performance (Michel et al. 2016). One of the most problematic responses to abusive supervision is workplace deviance (Michel et al. 2016), which consists of voluntary and harmful behaviors directed toward organizations or people (Bennett and Robinson 2000). Over the past d
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