Purpose This study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) coworkers (interpersonal deviance), moderating effect power distance collectivism have on these relationships. Design/methodology/approach uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries ...

In this study, the authors examine the relationship between abusive supervision and employee workplace deviance. The authors conceptualize abusive supervision as a type of aggression. They use work on retaliation and direct and displaced aggression as a foundation for examining employees' reactions to abusive supervision. The authors predict abusive supervision will be related to supervisor-dir...

Workplace deviance is indeed an issue for any organization. Many researchers have endeavored to explore different predictors to control this problem. However, managerial coaching can be seen as a leading managerial practice to address this issue within the organizations. Using the LMX theory, a model was developed to explore the direct relationship between managerial coaching and workplace devi...

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 ab...

Workplace deviance has become a growing concern for many organizations particularly in developing countries because of its negative consequences on organizational productivity. Drawing on the basis of organizational support theory, this study examined the relationship of perceived organizational support and perceived supervisor support with workplace deviance. The aim of this paper was to test ...

Abstract Narcissists often attain leadership positions, but at the same time do not care for others and engage in unethical behaviors. We therefore explored role of leader narcissism as an antecedent abusive supervision, a form leadership. based our study on narcissistic admiration rivalry concept (NARC) proposed direct positive effect leaders’ rivalry—the maladaptive dimension—on supervision. ...

Much of the abusive supervision research has focused on the supervisor-subordinate dyad when examining the effects of abusive supervision on employee outcomes. Using data from a large multi-source field study, we extend this research by testing a trickle-down model of abusive supervision across three hierarchical levels (i.e., managers, supervisors, and employees). Drawing on social learning th...

This research examines 3rd parties' reactions to the abusive supervision of a coworker. Reactions were theorized to depend on 3rd parties' beliefs about the targeted coworker and, specifically, whether the target of abuse was considered deserving of mistreatment. We predicted that 3rd parties would experience anger when targets of abuse were considered undeserving of mistreatment; angered 3rd p...

This research considers two theoretical perspectives on employees’ motivation associated with diminished self-esteem from abusive supervision. The self-defense view of diminished selfesteem suggests that abusive supervision motivates destructive behavior in an attempt to reassert personal control and protect victims’ self-image. The self-presentational view of diminished self-esteem suggests ab...

Using meta-analysis, we compare three attitudinal outcomes (i.e., job satisfaction, affective commitment, and turnover intent), three behavioral outcomes (i.e., interpersonal deviance, organizational deviance, and work performance), and four health-related outcomes (i.e., general health, depression, emotional exhaustion, and physical well being) of workplace aggression from three different sour...