Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes

By Paul Harvey, Jason S. Stoner, Wayne A. Hochwarter, C. Kacmar. 2007

473 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/9e3feaac57ee2d83211aac1e1b77e08b049fa5ed

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Leadership development as an intervention in occupational health psychology (2010, background): “Indeed, several authors have drawn the parallel, arguing that destructive leaders are workplace bullies (eg, Ferris, Zinko, Brouer, Buckley, & Harvey, 2007 ; Harvey, Buckley et al, 2007 ).”
The impact of abusive supervision and co-worker support on hospitality and tourism student employees’ turnover intentions in Ecuador (2018, background): “more than 15% of the variance on its outcomes directly (e.g. Harris, Harvey, Harris, & Cast, 2013; Harvey et al., 2007; Tepper, 2000).”
Neutralizing workplace bullying: the buffering effects of contextual factors (2013, background): “Bullying also negatively affects organisations: Targets take more days off, report unclear expectations of task performance, have reduced job satisfaction, commitment to the organisation, and work motivation, and are more likely to leave the organisation than non-targets (Agervold and Mikkelsen, 200”
Antecedents of Abusive Supervision: a Meta-analytic Review (2015, unknown): “Demographic characteristics of supervisors and subordinates are often treated as control variables in abusive supervision research (e.g., Bamberger and Bacharach 2006; Chi and Liang 2013; Harvey et al. 2007).”
Examining the impact of abusive supervision on employees’ psychological wellbeing and turnover intention: The mediating role of intrinsic motivation (2020, background): “According to (P. Harvey et al., 2007) reflected that this issue would not only destroy individual capabilities but also related to the physical and psychological health of the employees.”
Moving from Abuse to Reconciliation: A Power-Dependence Perspective on When and How a Follower Can Break the Spiral of Abuse (2017, methodology): “Therefore, we recognize followers’ agency in the use of balancing operations, similar to other examples of coping strategies (e.g., Harvey et al., 2007; Tepper et al., 2015).”
Helping and harming others in the workplace: The roles of personal values and abusive supervision (2011, background): “, 2007), and are perceived as self-serving and manipulative (Harvey et al., 2007).”