Subordinate social adaptability and the consequences of abusive supervision perceptions in two samples

Journal article


Mackey, Jeremy D., Ellen, B. Parker, Hochwarter, Wayne and Ferris, Gerald R.. (2013) Subordinate social adaptability and the consequences of abusive supervision perceptions in two samples. Leadership Quarterly. https://doi.org/10.1016/j.leaqua.2013.07.003
AuthorsMackey, Jeremy D., Ellen, B. Parker, Hochwarter, Wayne and Ferris, Gerald R.
Abstract

The present investigation examined social adaptability as a moderator of the relationships between perceptions of abusive supervision and several work outcomes. Specifically, we hypothesized that individuals with lower levels of social adaptability would be more adversely affected by heightened levels of abusive supervision perceptions than employees with greater levels of social adaptability. Data from two samples offered strong support for the hypotheses. Specifically, employees with lower levels of social adaptability reported heightened job tension (i.e., Sample 1) and emotional exhaustion (Samples 1 & 2), as well as diminished job satisfaction (Samples 1 & 2) and work effort (Samples 1 & 2) as perceptions of abusive supervision increased, whereas employees with greater social adaptability skill were less strongly affected by their perceptions of abusive supervision. Contributions of the research to scholarship and practice, strengths and limitations, and directions for future research are discussed.

KeywordsAbusive supervision; Social adaptability; Stress; Conservation of resources theory; Self-regulation
Year2013
JournalLeadership Quarterly
Digital Object Identifier (DOI)https://doi.org/10.1016/j.leaqua.2013.07.003
Scopus EID2-s2.0-84883787813
Research GroupCentre for Sustainable HRM and Wellbeing
EditorsL. Atwater
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https://acuresearchbank.acu.edu.au/item/8v77v/subordinate-social-adaptability-and-the-consequences-of-abusive-supervision-perceptions-in-two-samples

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