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How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective

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  • Thau, Stefan
  • Bennett, Rebecca J.
  • Mitchell, Marie S.
  • Marrs, Mary Beth
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    Abstract

    Based on uncertainty management theory [Lind, E. A., & Van den Bos, K., (2002). When fairness works: Toward a general theory of uncertainty management. In Staw, B. M., & Kramer, R. M. (Eds.), Research in organizational behavior (Vol. 24, pp. 181-223). Greenwich, CT: JAI Press.], two studies tested whether a management style depicting situational uncertainty moderates the relationship between abusive supervision and workplace deviance. Study 1, using survey data from 379 subordinates of various industries, found that the positive relationship between abusive supervision and organizational deviance was stronger when authoritarian management style was low (high situational uncertainty) rather than high (low situational uncertainty). No significant interaction effect was found on interpersonal deviance. Study 2, using survey data from 1477 subordinates of various industries, found that the positive relationship between abusive supervision and supervisor-directed and organizational deviance was stronger when employees' perceptions of their organization's management style reflected high rather than low situational uncertainty.

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    Bibliographic Info

    Article provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.

    Volume (Year): 108 (2009)
    Issue (Month): 1 (January)
    Pages: 79-92

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    Handle: RePEc:eee:jobhdp:v:108:y:2009:i:1:p:79-92

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    Web page: http://www.elsevier.com/locate/obhdp

    Related research

    Keywords: Abusive supervision Workplace deviance Uncertainty management theory Authoritarian management style Uncertainty perceptions Management style;

    References

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    1. Evans, Martin G., 1985. "A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 36(3), pages 305-323, December.
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    3. Hirotugu Akaike, 1987. "Factor analysis and AIC," Psychometrika, Springer, vol. 52(3), pages 317-332, September.
    4. Colquitt, Jason A. & Scott, Brent A. & Judge, Timothy A. & Shaw, John C., 2006. "Justice and personality: Using integrative theories to derive moderators of justice effects," Organizational Behavior and Human Decision Processes, Elsevier, vol. 100(1), pages 110-127, May.
    5. Tangirala, Subrahmaniam & Alge, Bradley J., 2006. "Reactions to unfair events in computer-mediated groups: A test of uncertainty management theory," Organizational Behavior and Human Decision Processes, Elsevier, vol. 100(1), pages 1-20, May.
    6. Mazursky, David & Ofir, Chezy, 1990. ""I could never have expected it to happen": The reversal of the hindsight bias," Organizational Behavior and Human Decision Processes, Elsevier, vol. 46(1), pages 20-33, June.
    7. James G. March, 1978. "Bounded Rationality, Ambiguity, and the Engineering of Choice," Bell Journal of Economics, The RAND Corporation, vol. 9(2), pages 587-608, Autumn.
    8. Aquino, Karl & Douglas, Scott, 2003. "Identity threat and antisocial behavior in organizations: The moderating effects of individual differences, aggressive modeling, and hierarchical status," Organizational Behavior and Human Decision Processes, Elsevier, vol. 90(1), pages 195-208, January.
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    Cited by:
    1. Tepper, Bennett J. & Carr, Jon C. & Breaux, Denise M. & Geider, Sharon & Hu, Changya & Hua, Wei, 2009. "Abusive supervision, intentions to quit, and employees' workplace deviance: A power/dependence analysis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 109(2), pages 156-167, July.
    2. Ojha, Divesh & Salimath, Manjula & D’Souza, Derrick, 2014. "Disaster immunity and performance of service firms: The influence of market acuity and supply network partnering," International Journal of Production Economics, Elsevier, vol. 147(PB), pages 385-397.

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