Dataset Information

Beyond Mistreatment at the Relationship Level: Abusive Supervision and Illegitimate Tasks.

ABSTRACT: According to the concept of abusive supervision, abusive supervisors display hostility towards their employees by humiliating and ridiculing them, giving them the silent treatment, and breaking promises. In this study, we argue that abusive supervision may not be limited to mistreatment at the relationship level and that the abuse is likely to extend to employees' work tasks. Drawing upon the notion that supervisors play a key role in assigning work tasks to employees, we propose that abusive supervisors may display disrespect and devaluation towards their employees through assigning illegitimate (i.e., unnecessary and unreasonable) tasks. Survey data were obtained from 268 healthcare and social services workers. The results showed that abusive supervision was strongly and positively related to illegitimate tasks. Moreover, we found that the relationship between abusive supervision and unreasonable tasks was stronger for nonsupervisory employees at the lowest hierarchical level than for supervisory employees at higher hierarchical levels. The findings indicate that abusive supervision may go beyond relatively overt forms of hostility at the relationship level. Task-level stressors may be an important additional source of stress for employees with abusive supervisors that should be considered to fully understand the devastating effects of abusive supervision on employee functioning and well-being.

SUBMITTER: Stein M

PROVIDER: S-EPMC7215750 | biostudies-literature | 2020 Apr

REPOSITORIES: biostudies-literature

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Publications

Beyond Mistreatment at the Relationship Level: Abusive Supervision and Illegitimate Tasks.

Stein Maie M Vincent-Höper Sylvie S Schümann Marlies M Gregersen Sabine S

International journal of environmental research and public health 20200415 8

According to the concept of abusive supervision, abusive supervisors display hostility towards their employees by humiliating and ridiculing them, giving them the silent treatment, and breaking promises. In this study, we argue that abusive supervision may not be limited to mistreatment at the relationship level and that the abuse is likely to extend to employees' work tasks. Drawing upon the notion that supervisors play a key role in assigning work tasks to employees, we propose that abusive su ...[more]

PMID: 32326579

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Project description:There is a growing interest in understanding how follower reactions toward abusive leadership are shaped by followers' perceptions and attributions. Our studies add to the understanding of the process happening between different levels of leaders' abusive behavior (from constructive leadership as control, laissez-faire, mild to strong abusive) and follower reactions. Specifically, we focus on the role of perception of abusive supervision as a mediator and attribution as a moderator of the relationship between leader abusive behavior and follower reactions. Follower reactions are defined in terms of exit, voice, loyalty, and neglect. Two studies using a two point experimental design and vignettes and a cross-sectional field study were conducted. Perception partly mediates the relationship between leader behavior and reactions (Study 1 and 2). Different attributions (intention, control) moderate the relationship between the perception of abusive supervision and reactions in Study 2 and 3. In Study 2, attribution of intentionality of the leader behavior served as a moderator of the relationship between abusive supervision and loyalty, turnover, and voice. Attribution of intentionality reduced the relationship between perception of abusive supervision and reactions. Attribution of intentionality only strengthened negative reactions when milder abusive leadership was perceived. These results were not supported in Study 3. However, in Study 3, attribution to the supervisor' control served as moderator for loyalty and voice. A stronger relationship between the perception of abusive supervision and reactions emerged for high vs. for low attribution to the supervisor. The differences in results between the studies reflect that in Study 1 and 2 abusive behavior was manipulated and in Study 3 the perception of abusive supervision of actual leaders was assessed. Our findings show that avoidance of abusive supervision should be taken seriously and followers' perception and suffering is not only due to subjective judgment but reflects actual differences in behavior. The relationships are stronger in the field study, because, in practice, abusive behaviors might be more ambiguous. The research presented here can help leaders to better understand their own and the followers' role in the perception of and reaction to abusive supervision.

Dataset Information

Beyond Mistreatment at the Relationship Level: Abusive Supervision and Illegitimate Tasks.

Publications

Beyond Mistreatment at the Relationship Level: Abusive Supervision and Illegitimate Tasks.

Similar Datasets

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