How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective
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.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 108 (2009)
Issue (Month): 1 (January)
|Contact details of provider:|| Web page: http://www.elsevier.com/locate/obhdp|
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- 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.
- 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.
- 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.
- 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.
- Hirotugu Akaike, 1987. "Factor analysis and AIC," Psychometrika, Springer;The Psychometric Society, vol. 52(3), pages 317-332, September.
- 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.
- 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.
- Ambrose, Maureen L. & Seabright, Mark A. & Schminke, Marshall, 2002. "Sabotage in the workplace: The role of organizational injustice," Organizational Behavior and Human Decision Processes, Elsevier, vol. 89(1), pages 947-965, September.
When requesting a correction, please mention this item's handle: RePEc:eee:jobhdp:v:108:y:2009:i:1:p:79-92. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Zhang, Lei)
If references are entirely missing, you can add them using this form.