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Full-Text Articles in Business
Making Nice Or Faking Nice? Exploring Supervisors’ Two-Faced Response To Their Past Abusive Behavior, Shawn T. Mcclean, Stephen H. Courtright, Junhyok Yim, Troy A. Smith
Making Nice Or Faking Nice? Exploring Supervisors’ Two-Faced Response To Their Past Abusive Behavior, Shawn T. Mcclean, Stephen H. Courtright, Junhyok Yim, Troy A. Smith
Department of Management: Faculty Publications
Although extant research has shown that abusive supervision is a destructive and immoral form of leader behavior, theory provides conflicting perspectives on how supervisors respond to their own abusive behavior. We therefore draw upon and integrate moral cleansing theory and impression management and construction theory to explore whether and when supervisors engage in genuine reparations or impression management following episodes of abusive behavior. Results taken from a 3-week, experience sampling study of supervisors suggest support for the impression management path; following episodes of abusive behavior, supervisors higher on symbolized moral identity become more concerned with their image, and thus engage …
How Management Style Moderates The Relationship Between Abusive Supervision And Workplace Deviance: An Uncertainty Management Theory Perspective, Stefan Thau, Rebecca J. Bennett, Marie S. Mitchell, Mary Beth Marrs
How Management Style Moderates The Relationship Between Abusive Supervision And Workplace Deviance: An Uncertainty Management Theory Perspective, Stefan Thau, Rebecca J. Bennett, Marie S. Mitchell, Mary Beth Marrs
Department of Management: Faculty Publications
Based on uncertainty management theory [Lind, E. A., & Van den Bos, K., (2002). When fairness works: Toward a general theory of uncertainty management. In Staw, B. M., & Kramer, R. M. (Eds.), Research in organizational behavior (Vol. 24, pp. 181–223). Greenwich, CT: JAI Press.], two studies tested whether a management style depicting situational uncertainty moderates the relationship between abusive supervision and workplace deviance. Study 1, using survey data from 379 subordinates of various industries, found that the positive relationship between abusive supervision and organizational deviance was stronger when authoritarian management style was low (high situational uncertainty) rather than high …