Abusive Supervision in Advising Relationships: Investigating the Role of Social Support
By E. Hobman, S. Restubog, P. Bordia, R. Tang. 2009
187 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/fcd432c65c35c49dd1f56db09ef4aadc7705b510
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In Organizational Behavior and Human Resource Management
- Jayanth Narayanan
- G. Thomas
- Allan Lee
- Yves R. F. Guillaume
- Robin Martin
- D. L. Ferris
- Daniel J. McAllister
- M. E. Chan
In Social Psychology
- D. L. Ferris
- Jayanth Narayanan
- Huiwen Lian
- Douglas J. Brown
- G. Thomas
- Robin Martin
- Allan Lee
- Daniel J. McAllister
Citations in the corpus
- 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 (2012, background): “…or perceived organizational support) or negative aspects (e.g., undermining, abusive supervision) of relationships exclusively (see Duffy et al., 2002; Hobman et al., 2009, for exceptions), but our results suggest a more complete picture is obtained when both aspects are examined simultaneously.”
- Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support (2019, background): “Relatedly, CWS has been found to buffer the negative relationship between employee outcomes and both supervisor undermining (Duffy et al., 2002) and abusive supervision (Hobman et al., 2009).”
- Envy As Pain: Rethinking the Nature of Envy and Its Implications for Employees and Organizations (2012, background): “Past empirical findings have shown that employees frequently receive both support and undermining from the same colleague (Duffy et al., 2002; Hobman et al., 2009).”
- Abusive Supervision Through the Lens of Employee State Paranoia (2014, background): “Rather, empirical findings from both organizational science (Duffy et al., 2002; Hobman et al., 2009; Lian, Ferris, & Brown, 2012) and the broader social sciences (Birmingham, Uchino, Smith, Light, & Sanbonmatsu, 2009; Holt-Lunstad, Uchino, Smith, & Hicks, 2007) show that interpersonal relational ti”
- Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, unknown): “Based on previous research (e.g., De Cremer, 2003; Duffy et al., 2002; Hobman et al., 2009), we expected that inconsistent leadership behaviour (i.”