Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda

By Bennett J. Tepper. 2007

1,721 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/745354d094926c6dd5aa1ae4d8b2d87db205d206

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Citations in the corpus

Abusive Supervision, Upward Maintenance Communication, and Subordinates' Psychological Distress (2007, background): “Abusive supervision in the form of ridiculing, undermining, and yelling at subordinates is a source of chronic stress that produces serious negative consequences (Tepper, 2007).”
Examining the Role of Personal Identification With the Leader in Leadership Effectiveness (2013, background): “Thus, managers are encouraged to treat followers with respect and dignity and especially to refrain from laissez-faire and abusive supervision (Tepper, 2007).”
Moving from Abuse to Reconciliation: A Power-Dependence Perspective on When and How a Follower Can Break the Spiral of Abuse (2017, methodology): “Many of the issues leading to the emergence of abusive supervision in the workplace demand organization-level interventions (selectionof leaders [Tepper, 2007]; zerotolerance policy on abuse [Tepper et al., 2009]).”
The impact of abusive supervision and co-worker support on hospitality and tourism student employees’ turnover intentions in Ecuador (2018, background): “This cost is due to employee turnover, lost productivity and higher compensation and health insurance claims (Tepper, 2007).”
Social Exchange Theory: A Critical Review with Theoretical Remedies (2017, background): “Steward, & Adis, in press), whereas an abusive supervisor is actively harming them (Martinko et al., 2013; Mackey, Frieder, Brees, & Martinko, in press; Tepper, 2007).”
How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective. (2009, background): “However, empirical research exploring situational factors that make mistreatment more or less salient to those receiving it is scarce and lacks a clear theoretical foundation (see Tepper, 2007, for a review).”
Perceptions of and reactions to workplace bullying: A social exchange perspective (2010, background): “This tradition has a particularly strong hold among American researchers studying related phenomena, such as abusive supervision (Tepper, 2007, Tepper et al., 2006; Aryee et al., 2007).”
Examining the impact of abusive supervision on employees’ psychological wellbeing and turnover intention: The mediating role of intrinsic motivation (2020, background): “Subordinate relationships (Tepper, 2007) can trigger intrinsic commitment among subordinates to deteriorate “(Deci et al., 1989).”
In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior (2010, background): “To this effect, our research fills an important gap in the abusive supervision literature that has largely overlooked the role of personality in the processes preceding the enactment of abusive supervision (Tepper, 2007).”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, result): “It is also consistent with the finding that abusive supervision – which should lead to low LMX – is positively related to deviant behaviors (Duffy et al., 2002, 2006; Tepper, 2007; Thau et al., 2009).”
Considering context in psychological leadership research (2009, background): “In a related vein, Tepper (2007) suggested that although supervisor abuse of subordinates may cause employees to engage in deviant behaviors, it is possible that deviant follower behaviors cause leaders to resort to abusive behavior in retaliation.”