Managers behaving unethically: coping with the ebb and flow of job insecurity through abusive supervision

Increasingly complex and volatile work environments challenge long-term employment and job security. Managers are not exempt from this, because they also often perceive their own jobs to be precarious. Drawing upon conservation of resources theory, we offer a fresh perspective to understand how and when abusive supervision is induced by manager job insecurity on a daily basis. We draw upon manager need for power as a within-person novel explanatory mechanism to explain why job insecurity triggers managers to display abusive supervision on a daily basis. To test our model, we conducted a study over a period of 10 consecutive days, using an experience sampling methodology, in which 126 managers in Chinese banks completed 1,058 daily surveys. In agreement with our hypotheses, we found that manager need for power, triggered by job insecurity, is a proximal cause of abusive supervision on a daily basis, after controlling for several other variables that have been found to lead to abusive supervision. The detrimental effects of daily manager job insecurity are alleviated when managers are equipped with higher levels of trait resilience and daily state mindfulness. Thus, our findings provide a more comprehensive picture of how managers’ stable and dynamic resources operate as beneficial buffers, alleviating the harm resulting from a daily workplace stressor—in this case, job insecurity. Overall, our study traces the fluctuation of a specific resource, and reveals the consequences of manager job insecurity from a leader-centric perspective.