Predictors of Abusive Supervision: Supervisor Perceptions of Deep-Level Dissimilarity, Relationship Conflict, and Subordinate Performance

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The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “Additionally, research has shown attitude dissimilarity results in decreased evaluations of employee performance (Tepper et al., 2011).”
Beware the angry leader: Trait anger and trait anxiety as predictors of petty tyranny ☆ (2013, background): “The opposite of similarity—leadership distance—is by Napier and Ferris (1993) argued to decrease the quality of leader– member exchange—a notion gaining new support in recently found direct effects of leader perceptions of deep-level dissimilarity on abusive supervision (Tepper et al., 2011).”
“You Wouldn’t Like Me When I’m Sleepy”: Leaders’ Sleep, Daily Abusive Supervision, and Work Unit Engagement (2014, background): “Our study explains one reason why leaders exhibit inconsistency in their abusive behaviors, filling a critical gap in our understanding of the reasons why managers may be abusive (see Tepper, 2007; Tepper et al., 2011).”
Mirror, mirror on my boss’s wall: Engaged enactment’s moderating role on the relationship between perceived narcissistic supervision and work outcomes (2012, background): “For example, results reported here contribute to the burgeoning body of research examining abusive workplace relationships (Biron, 2010; Tepper et al., 2011).”