Does taking the good with the bad make things worse? How abusive supervision and leader–member exchange interact to impact need satisfaction and organizational deviance

By Huiwen Lian, D. L. Ferris, Douglas J. Brown. 2012

304 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b9dc197a994ace2eaa8e9f17332dac6324dbd1f3

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Antecedents of Abusive Supervision: a Meta-analytic Review (2015, unknown): “Subordinate related antecedents include employees’ personality traits and cultural characteristics (Lian et al. 2012a).”
Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle (2020, background): “Although the mean power distance orientation in our Study 1 was significantly higher, in Study 2 it was similar to that reported in Lian et al. (2012a).”
Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective (2017, unknown): “Indeed, researchers have elucidated alternative reasons why abusive supervision fosters employee deviance (e.g., Lian et al. 2012a; Thau and Mitchell 2010).”
A Review of Self-Determination Theory’s Basic Psychological Needs at Work (2016, unknown): “Although some exceptions exist (e.g., Lian et al., 2012, compared basic psychological need satisfaction against social exchange and justice theory constructs), by and large, comparative studies against other motivational theory constructs are infrequent.”
Mindfulness at Work: Antecedents and Consequences of Employee Awareness and Absent-mindedness (2013, methodology): “As is a common practice (e.g., Lian et al. 2012), all 21 items were averaged into a single score, α=0.86.”
When Victims Help Their Abusive Supervisors: The Role of LMX, Self-Blame, and Guilt (2020, background): “Indeed, even when employees by and large might have good relationships with their leaders, their leaders may engage in abusive supervisor behaviors at times (cf. Lian et al., 2012).”
Abusive Supervision Through the Lens of Employee State Paranoia (2014, background): “…that co-present support and abuse within a given relationship is a source of ambivalence that is associated with physiological harm and negative arousal that exceed levels attributable to abusive treatment alone (Birmingham et al., 2003; Duffy et al., 2002; Hobman, et al., 2009; Lian et al., 2012).”
Self-Determination Theory in Work Organizations: The State of a Science (2017, background): “Research with these variables found that satisfaction of the three needs led to less exhaustion (Van den Broeck et al. 2008) and less organizational deviance on the part of employees (Lian et al. 2012).”