Abusive Supervision and Contextual Performance: The Mediating Role of Emotional Exhaustion and the Moderating Role of Work Unit Structure

By S. Aryee, Li‐Yun Sun, Z. Chen, Y. Debrah. Management and Organization Review, 2008

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High Core Self-Evaluators Maintain Creativity (2014, background): “Although research has provided evidence that links abusive supervision with reduced emotional resources (Aryee et al., 2008), organizational justice (Aryee et al., 2007), and organization-based self-esteem (Jian et al., 2012), Amabile’s (1988) model and a comprehensive review of creativity (Shalley…”
Locus of control, psychological empowerment and intrinsic motivation relation to performance (2015, methodology): “Contextual performance was measured with 15 items used in Aryee et al. (2008).”
Consequences of abusive supervision: A meta-analytic review (2015, background): “They decrease their interpersonal and volitional behaviors that facilitate organizational operation (Aryee et al., 2008), such as OCBs (Aryee, Chen, Sun, & Debrah, 2007; Zellars, Tepper, & Duffy, 2002), voice (Rafferty & Restubog, 2011), and work engagement (Harris, Harvey, & Kacmar, 2011).”
Knowledge Sharing, Abusive Supervision, and Support (2015, background): “…a willingness by employees to share knowledge (Connelly & Kelloway, 2003; Lin, 2007), while abusive supervision brings negative attitudes and low OCB (Aryee et al., 2007; Aryee et al., 2008; Harris et al., 2007; Tepper, 2000, 2007; Tepper et al., 2006; Tepper et al., 2001; Zellars et al., 2002).”