Easing the multiplicative effects of abusive supervision

Purpose Abusive supervision research has clearly demonstrated its many negative effects. The present study uses social learning theory to shed light on mechanisms that could potentially alter the negative effect of abusive supervision. Design/methodology/approach Using a sample of 162 full-time employees, we identify and test two potential variables that we believe may moderate, or soften, the trickle-down negative effects of abusive supervision. Findings Results demonstrates that coworker support moderates the positive relationship between abusive supervision and coworker incivility such that this relationship is weaker when coworker support is high. In addition, we found that work engagement moderates the positive relationship between coworker incivility and turnover intentions such that this relationship is weaker when engagement is high. Next, we found that coworker incivility mediates the positive relationship between abusive supervision and turnover intentions and that this indirect effect is moderated by both coworker support and work engagement. Originality/value We combined three theoretical explanations, social learning theory, contagion effect and the trickle-down perspective, to theoretically argue not only how (through coworker incivility) but when (when coworker support and work engagement are low) abusive supervision impacts turnover intentions. In addition, we extended the research on work engagement by positioning it as a boundary condition. We found that when individuals are engaged in their work, the environment in which they work matters less (because the work matters more).

Automated summary

This study examines the negative effects of abusive supervision and identifies coworker support and work engagement as moderators that can reduce these effects. Results show that when coworker support and work engagement are high, the impact of abusive supervision on employee behavior is weaker.