Abusive supervision and the exit intention: a path model through role ambiguity, work alienation and quiet quitting

PurposeThis study aims to examine how abusive supervision affects work alienation and quiet quitting behavior, as well as turnover intention, and establishes the interrelationships between them. This research also identifies the role of role ambiguity as a moderator between abusive supervision and the work alienation relationship.Design/methodology/approachThis study uses a quantitative design with employee data collected from two studies. Study one examined the sequential mediation effect of abusive supervision, work alienation, quiet quitting and turnover intention, whereas Study two extends the model by including the moderation effect of role ambiguity. The research uses a structural equation technique to examine the proposed model, built using affective events theory.FindingsOutcomes of the study demonstrate that abusive supervision has a significant impact on work alienation, although it indicates different direct effects on turnover intention without showing any significant ties to quiet quitting behavior. Work alienation mediates the relationship between abusive supervision and both quiet quitting and turnover intention, supporting sequential mediation pathways. However, quiet quitting and turnover intention do not share a direct connection. Thus, quiet quitting may not always lead employees toward turnover. Role ambiguity creates significant effects on the relationship between abusive supervision and work alienation, intensifying its negative consequences.Originality/valueThe study’s findings improve our understanding of how abusive supervision promotes employee withdrawal actions while demonstrating that role clarity plays a vital part in minimizing workplace alienation. Reducing abusive supervision practices combined with better role clarification creates practical solutions to improve employee involvement and organizational stability.