Feng, J., & Wang, C. (2019). Does abusive supervision always promote employees to hide knowledge? From both reactance and COR perspectives. Journal of Knowledge Management, 23(7), 1455-1474. Web.
Knowledge management and sharing are important elements of the effective functioning of modern organizations operating in diverse settings, including the transportation sphere. Feng and Wang (2019) examined the role abusive supervision played in knowledge hiding. It has been acknowledged that knowledge hiding has a detrimental effect on the working climate and employee performance. The study involved 155 workers from manufacturing and educational organizations.
The authors utilized the conservation resources theory and concentrated on such concepts as abusive supervision, knowledge hiding, and motivational climate. It was found that abusive supervision had an indirect influence on knowledge hiding through job insecurity. The authors also stated that abusive supervision was associated with knowledge hiding in the performance climate setting while mastery climate was a mediating factor.
This valuable source provides insights into the effects of abusive supervision within the scope of knowledge management. The positive impact of mastery climate is identified, so leaders can pay more attention to the establishment of the corresponding working atmosphere.
Ssemugenyi, F., Amboka Asumwa, A., & Kazibwe S. (2019). Revisiting the dichotomy between abusive supervision and work performance of subordinates in private organizations in Kenya: An empirical search for correspondence between theory and practice. Journal of Education, Society and Behavioural Science, 32(4), 1–9.
This article dwells upon the impact of abusive supervision on employees’ performance in the private-sector context. The researchers implemented an empirical study and concluded that although it was often assumed that abusive supervision had a negative influence on employees’ performance, the relationship between those variables differed. This study included 80 participants who worked for ten private companies in Kenya, and the mixed method approach was chosen.
The focus was on such components of abusive supervision as an organizational leadership structure, supervisor attitude, supervisor mindfulness, and organizational hostility. It was found that some elements of abusive supervision (supervisor attitudes and supervisor hostility) negatively affected employees’ performance. At the same time, organizational leadership and supervisor mindfulness were associated with positive outcomes. The researchers also claimed that the link between employee performance and abusive supervision perceptions depended on the chosen methodology of a study, including design, timing, and culture, as well as other contexts.
This article is a valuable source for the present study as it provides insights into the exact influence of certain components of abusive supervision. Leaders will be able to shape their and their employees’ behavior to ensure high performance even if abusive supervision cannot be eliminated completely, which is often the case.
Yu, K., Lin, W., Wang, L., Ma, J., Wei, W., Wang, H., … Shi, J. (2016). The role of affective commitment and future work self-salience in the abusive supervision-job performance relationship. Journal of Occupational and Organizational Psychology, 89(1), 28-45. Web.
The present article is concerned with the mediating role of affective commitment and future work self-salience (FWSS). The authors utilized the identity-based framework to explore this relationship. The sample size was considerable and reached 480 people employed in the sphere of sales. It was concluded that effective commitment mediated the negative impact of abusive supervision on employee job performance. It was also found that affective commitment had a stronger influence on employees with higher FWSS. The researchers mentioned several practical implications of their research and noted that leaders should pay more attention to employees with high FWSS who were more affected by abusive supervision. It was also suggested that leaders should be trained to reduce abusive behavioral patterns, especially with high-FWSS employees.
This article is a valuable source for the present project as it highlights mediating factors affecting abusive supervision. The researchers shed light on the characteristics of employees who are most vulnerable to the negative effects of abusive supervision, which can have practical implications for leaders. The positive role of training is also mentioned as a potential solution to the problem, which makes this topic relevant to the discussion with leaders.