Abusive Supervision - Tepper - Article

Constructs of hostility

In this article, several constructs of supervisors are evaluated on four dimensions: is the hostility of supervisors only against specific subordinate targets, are there other forms of hostility, are the construct’s content domain capturing nonhostile behavior and the role of intentions. They evaluated the following constructs:

1. Abusive Supervision: subordinates’ perceptions of the extent to which their supervisors behave hostile, verbal or non-verbal

Directed downward, excludes physical hostility

2. Generalized hierarchical abuse: exposure to hostility committed by hierarchically superior coworkers.

Directed downward

3. Pretty tyranny: managers’ use of power and authority oppressively, capriciously and vindictively.

Directed downward, excludes physical hostility, Encompasses content other than hostility.

4. Victimization: self-perception of an individual of being exposed to aggressive actions

Includes references to intended outcomes

5. Workplace bullying

Physical hostility, Includes references to intended outcomes

6. Supervisor aggression: physically or psychologically harm a worker

Directed downwards, Includes references to intended outcomes

7. Supervisor undermining: supervisor hinders interpersonal relations, work-related success and favorable reputation.

Directed downward, excludes physical hostility, Includes references to intended outcomes

8. Negative mentoring experiences: incidents that limit the ability to effectively provide guidance to protégés.

Directed downward, excludes physical hostility, Encompasses content other than hostility.

Model of Abusive Supervision

The supervisors’ perceptions of injustice or violation lead to abusive supervision and this relation is moderated by characteristics of subordinates. Thereafter, abuse supervision leads to several negative outcomes on attitudes, resistance, aggression and deviance, performance contributions, psychological distress and family well-being. This relationship is moderated by supervisors’ characteristics and behavior, subordinates’ work context and subordinate characteristics and behavior.