A review of abusive supervision research

By Mark J. Martinko, Paul Harvey, Jeremy Brees, J. Mackey. 2013

595 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/95c7559eabc7c16ca0c2c7fa113a944574547f59

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

How Abusive Supervision Affects Workplace Deviance: A Moderated-Mediation Examination of Aggressiveness and Work-Related Negative Affect (2016, background): “Although it has been noted that this figure is merely a rough estimate of the true organizational cost of abusive supervision (Martinko et al. 2013), it does serve to illustrate the pervasiveness and urgency of this organizational problem.”
Moving from Abuse to Reconciliation: A Power-Dependence Perspective on When and How a Follower Can Break the Spiral of Abuse (2017, methodology): “We heed the call by abusive supervision scholars to rely on longitudinal, time-lagged designs to highlight and test the directionality of proposed effects between key variables (Lian et al., 2014; Mackey et al., 2015; Martinko et al., 2013; Tepper, 2007).”
Abusive Supervision: A Meta-Analysis and Empirical Review (2017, methodology): “Theoretical Implications A proliferation of research over the past decade suggests that abusive supervision is an organizational phenomenon of both practical and scholarly importance (Martinko et al., 2013; Tepper, 2000, 2007).”
A Cross-Cultural Examination of Subordinates' Perceptions of and Reactions to Abusive Supervision (2015, background): “However, not all individuals in authority exemplify effective leadership, and instead, some are quite hostile with their subordinates and engage in abusive supervision (Martinko et al., 2013; Tepper, 2007).”
The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction Results From Two Prospective and Representative Studies (2014, background): “, 2010), tyrannical leadership may be conceived as a highly negative leadership style and social stressor related to a variety of outcomes variables in cross-sectional studies, including job satisfaction (Martinko et al., 2013; Schyns & Schilling, 2013).”
Consequences of abusive supervision: A meta-analytic review (2015, methodology): “The existing studies on abusive supervision have enhanced our understanding of the deleterious effects that abusive supervision exerts on subordinates and organizations (Martinko et al., 2013; 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).”
Examining the impact of abusive supervision on employees’ psychological wellbeing and turnover intention: The mediating role of intrinsic motivation (2020, background): “Our research adds to the past decade of works that suggest that abusive supervision is an organizational phenomenon of both practical and scholarly importance (M. J. Martinko et al., 2013).”