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The curvilinear relationship between abusive supervision and performance: The moderating role of conscientiousness and the mediating role of attentiveness

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  • Srikanth, Peruvemba B.
  • Thakur, Munish
  • Dust, Scott B.

Abstract

Using activation theory, this study explores the possibility of an inverted U-shaped association between abusive supervision and subordinates’ performance in India, characterized by a hierarchical culture. Our first study examined the role of subordinates' conscientiousness as a moderator in this curvilinear relationship. Hierarchical regression analysis results illustrate that subordinates’ conscientiousness moderates the curvilinear effects such that these effects remained when conscientiousness was high but were rendered insignificant when conscientiousness was low. We conducted a second study to investigate the driver of these curvilinear effects. We found that subordinates’ attentiveness partially mediates the curvilinear effects of abusive supervision on job performance. Across both studies, multi-source data was collected from full-time employees and their immediate supervisors across different time points. Implications for theory and practice are discussed.

Suggested Citation

  • Srikanth, Peruvemba B. & Thakur, Munish & Dust, Scott B., 2022. "The curvilinear relationship between abusive supervision and performance: The moderating role of conscientiousness and the mediating role of attentiveness," Journal of Business Research, Elsevier, vol. 150(C), pages 663-675.
    • Handle: RePEc:eee:jbrese:v:150:y:2022:i:c:p:663-675
    DOI: 10.1016/j.jbusres.2022.05.073
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    References listed on IDEAS

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    1. 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.
    2. Jialiang Zhang & Jun Liu, 2018. "Is abusive supervision an absolute devil? Literature review and research agenda," Asia Pacific Journal of Management, Springer, vol. 35(3), pages 719-744, September.
    3. Gardner, Donald G., 1990. "Task complexity effects on non-task-related movements: A test of activation theory," Organizational Behavior and Human Decision Processes, Elsevier, vol. 45(2), pages 209-231, April.
    4. Gina Dokko & Steffanie L. Wilk & Nancy P. Rothbard, 2009. "Unpacking Prior Experience: How Career History Affects Job Performance," Organization Science, INFORMS, vol. 20(1), pages 51-68, February.
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    Cited by:

    1. Duan, Jinyun & Qi, Liya & Lu, Ying & Li, Sixian, 2026. "How supervisor bottom-line mentality transfers to abusive behavior: An objectification perspective," Journal of Business Research, Elsevier, vol. 202(C).
    2. Dheeraj Sharma & Koustab Ghosh & Lubna Rashid Malik, 2026. "Constructive and Destructive Deviance: Navigating the Dual Impact of Abusive Supervision," Journal of Business Ethics, Springer, vol. 204(3), pages 583-603, March.
    3. Habiburrahman Abed & Habib Gul & Abdul Basir Azimi, 2023. "Examining the Moderating Role of Conscientiousness on Abusive Supervision and Emotional Exhaustion Leading to Employee Creativity," International Journal of Science and Business, IJSAB International, vol. 26(1), pages 103-123.

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