Helping and harming others in the workplace: The roles of personal values and abusive supervision

By Ping Shao, Christian J Resick, M. Hargis. 2011

105 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0aadb48f7c697027021253848fb4414ee6eba64a

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

When and How Subordinate Performance Leads to Abusive Supervision: A Social Dominance Perspective (2018, background): “Engaging in acts of abuse toward a high-performing subordinate validates social dominance beliefs and portrays a socially dominant image of the supervisor (Shao et al., 2011).”
To leave or not to leave: When receiving interpersonal citizenship behavior influences an employee’s turnover intention (2013, background): “Moreover, we have responded to the suggestion (Shao et al., 2011) that one should incorporate communion striving in ICB research.”
Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions (2015, background): “For instance, in a recent study, Shao, Resick, and Hargis (2011) found that abusive supervision strengthens the negative effect of social dominance orientation (SDO) on interpersonal citizenship and argued that abusive supervisors activate high-SDO followers’ beliefs in status seeking and…”
Psychopathic Leadership A Case Study of a Corporate Psychopath CEO (2017, unknown): “2014; Jones and Figueredo 2013) and a social dominance orientation is in turn related to some counterproductive workplace outcomes (Shao et al. 2011).”
Mirror, mirror on my boss’s wall: Engaged enactment’s moderating role on the relationship between perceived narcissistic supervision and work outcomes (2012, background): “Recent research has confirmed the pervasiveness of malevolent leadership behavior (Shao et al., 2011) marked by increases in workplace hostility (Trzesniewski et al.”