When do subordinates' emotion-regulation strategies matter? Abusive supervision, subordinates' emotional exhaustion, and work withdrawal

By S. Chi, Shin-Guang Liang. 2013

279 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2ac66682bf369cf9943a86b617c683507197734e

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Leadership, creativity and innovation: a meta-analytic review (2020, background): “…followers are required to invest large amounts of psychological resources to cope with the stress resulting from abusive supervision, they are more likely to experience emotional exhaustion (Wu & Hu, 2009) and reduce their emotional and psychological investment in their jobs (Chi & Liang, 2013).”
Linking core self-evaluation and emotional exhaustion with workplace loneliness: does high LMX make the consequence worse? (2019, background): “Anxiety due to the fear of breakdown of high LMX quality might create an unmanageable negative situation for the followers (Greenbaum, Mawritz, & Piccolo, 2015), which in turn, may lead to low energy and mental fatigue, resulting in emotional exhaustion (Chi & Liang, 2013; Fritz & Sonnentag, 2006).”
Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences (2018, background): “…to managing work and family roles simply isn’t enough: The environment has to be supportive of utilizing those resources in ways that can help employees satisfy their goals across work and family domains (e.g., Clark et al. 2015, Goh et al. 2015, Mandeville et al. 2016, Rofcanin et al. 2017).”
Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic (2021, background): “…to employee performance included the coaching and competitiveness of salespeople (Shannahan et al. 2013), relations with their supervisor (Walumbwa and Hartnell 2011), the fulfillment of skill and connectivity requirements (Kovjanic et al. 2013), and the emotions of followers (Chi and Liang 2013).”
Supervisor ostracism and defensive silence: a differential needs approach (2018, background): “Most of the extant research has focused on the direct association between workplace ostracism and employees’ work-related outcomes (Chi & Liang, 2013; Whitman et al., 2014).”
The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors ☆ ☆☆ (2014, background): “…COR theory has been studied extensively within the stress literature, and increasingly within organizational research more broadly, to date, we are among a few (e.g., Bernas & Major, 2000; Carlson et al., 2012; Chi & Liang, 2013; Wang et al., 2010), to apply this theoretical lens to leadership.”