Consequences of Abusive Supervision

By Bennett J. Tepper. 2000

3,646 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/bbeb23dc5f12469f68d9eca57d1545ded6f1d961

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Citations in the corpus

Servant leadership and commitment to change, the mediating role of justice and optimism (2012, background): “It affects both attitudes toward the system and personal outcomes, which means that it can be a predictor of, for example, organizational commitment and psychological distress respectively (Tepper, 2000).”
Understanding the relationship between experiencing workplace cyberbullying, employee mental strain and job satisfaction: a dysempowerment approach (2017, background): “However negative work attitudes, such as job dissatisfaction, may arise in response to unfair treatment (Tepper, 2000).”
Perceptions of and reactions to leader toxicity: Do leader-follower relationships and identification with victim matter?☆ (2012, background): “The leader behaviors that weremost likely to prompt retaliatory actions included being wrongly or unfairly accused and criticized or insulted in public, behaviors that have emerged in the literature as being toxic (Einarsen et al., 2007; Lipman-Blumen, 2005; Tepper, 2000).”
The Dark Side of Leadership: A Three-Level Investigation of the Cascading Effect of Abusive Supervision on Employee Creativity (2012, methodology): “At the beginning of the survey, the students read the definition of abusive supervision (Tepper, 2000) and were then asked to draw from their work experience and describe the possible motives stimulating their supervisors to supervise them abusively.”
Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda (2007, background): “Tepper (2000) found that perceived injustice mediated the effects of abusive supervision on subordinates’ attitudes, and Schat, Desmarais, et al. (2006) found that the experience of irritation and the fear of future aggression explained these effects.”
Leader-Member Exchange and Job Satisfaction Bond and Predicted Employee Turnover (2008, background): “Those who remain in their jobs, working for poor bosses, have lower job and life satisfaction, lower commitment, higher conflict between work and family, and psychological distress (Tepper, 2000).”
Negative reciprocity and the association between perceived organizational ethical values and organizational deviance (2010, background): “While the relationships reported between the article variables are consistent with previous work in this field (Duffy et al., 2006; Tepper, 2000), other explanations for my findings may exist.”
High Core Self-Evaluators Maintain Creativity (2014, methodology): “For example, studies have indicated a positive relation between abusive supervision and unfavorable work attitudes (Duffy, Ganster, & Pagon, 2002; Tepper, 2000), resistance behavior (Tepper, Duffy, & Shaw, 2001), psychological distress (Tepper, 2000), work–family conflict (Tepper, 2000), and family…”
To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity (2013, background): “Downward influence attempts capture the extent to which supervisors try to exercise social control over subordinates, with the goal of shaping subordinate’s perceptions, attitudes, and behaviors (Tepper et al., 2006). Tepper et al. (2001) noted that subordinates may respond to supervisors’ immoral b”
Hot Buttons and Time Sinks: The Effects of Electronic Communication During Nonwork Time on Emotions and Work-Nonwork Conflict (2015, background): “…social context factor (Berlo, 1960), the nature of the relationship one has with his/her supervisor has long been suggested as a paramount consideration for how employees interpret and react to workplace stimuli (Scandura & Graen, 1984; Tepper, 2000), which should include electronic communications.”
Workers' perception of workplace bullying: A cross-cultural study (2011, result): “…hypotheses (2a and 2b), whether workplace bullying is a hierarchical or a horizontal phenomenon, workplace bullying has been understood in both world regions as supervisors bullying employees, which is coherent with previous research about abusive supervision (e.g., Ashforth, 1997; Tepper, 2000).”
Leadership, creativity and innovation: a meta-analytic review (2020, background): “Destructive leadership refers to voluntary acts committed towards followers that most people would perceive as harmful, such as, mocking, belittlement, rudeness, and breaking promises (Tepper, 2000).”