A TRICKLE-DOWN MODEL OF ABUSIVE SUPERVISION

By Mary B. Mawritz, David M. Mayer, Jenny M. Hoobler, Sandy J. Wayne, Sophia V. Marinova. 2012

529 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/0c5108cc2b1cceff12808219b16ac5f8f11dd420

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Citations in the corpus

How Abusive Supervision Affects Workplace Deviance: A Moderated-Mediation Examination of Aggressiveness and Work-Related Negative Affect (2016, background): “sion displayed by an abusive supervisor is thought to provide a model for subordinates (Mawritz et al. 2012), and according to Social Information Processing and Social Learning Theories, contextual norms and social cues from others shape subsequent behavior through the process of vicarious learning ”
Abusive Supervision Through the Lens of Employee State Paranoia (2014, background): “The existence of spirals of supervisory abuse and employee aggression was acknowledged first by Tepper and colleagues (2001), and later reiterated by another group of scholars (Mawritz et al., 2012).”
The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior (2019, background): “, 2009), to be inspirational from inspirational supervisors (Voorn, Walter, & Stoker, 2013), and to be abusive from abusive supervisors (Mawritz et al., 2012).”
The trickle-down of work engagement from leader to follower: The roles of optimism and self-efficacy (2018, background): “Social learning theory is the predominant theoretical underpinning of the trickle-down effect (Mawritz et al., 2012; Mayer et al., 2012).”
A three-level examination of the cascading effects of ethical leadership on employee outcomes: A moderated mediation analysis (2018, background): “Therefore, low-level leaders with high self-enhancement motives may behave (or at least appear to behave) ethically in a consistent way, whereas low-level leaders with low self-enhancement motives may behave ethically only when required to by extraneous factors, such as when a higher-level leader en”
My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors (2016, methodology): “This data collection approach has been successfully used in past research (Grant and Mayer 2009; Mawritz et al. 2012; Mayer et al. 2012; Morgeson and Humphrey 2006).”