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Beyond the Bully: Exploring the Surprising Performance-Related Outcomes of Abusive Supervision

dc.authorscopusid 57914798400
dc.authorscopusid 58838528500
dc.authorscopusid 57203092384
dc.contributor.author Tokat, T.
dc.contributor.author Çivit, S.
dc.contributor.author Göncü-Köse, A.
dc.date.accessioned 2025-05-13T13:28:36Z
dc.date.available 2025-05-13T13:28:36Z
dc.date.issued 2024
dc.department Çankaya University en_US
dc.department-temp Tokat T., Department of Psychology, University of Verona, Verona, Italy; Çivit S., Department of Management, University of North Texas G. Brint Ryan College of Business, Denton, TX, United States; Göncü-Köse A., Department of Psychology, Çankaya University, Ankara, Turkey en_US
dc.description.abstract The common definitions of leadership include positive qualities such as vision, ethics, responsibility, respect, and trustworthiness. However, recent studies revealed an increase in unethical behaviors performed by organizational leaders, prompting academics to investigate the harmful types and impacts of leadership. One area of focus has been abusive supervision, which was found to have both positive and negative effects on organizational outcomes including subordinate and supervisor performance. While the harmful effects on subordinates have been a major focus in studies on abusive supervision, some scholars suggested that supervisors’ abusive behaviors may yield temporary functional results and be used as a strategy for leaders to improve work performance. To illustrate, researchers demonstrated the positive association between abusive supervision and work performance when subordinates attribute abusive behaviors to an effort to increase motivation rather than an intention to harm the employee (Li et al., 2022; Liao et al., 2021; Tepper et al., 2015). However, there is limited knowledge about these destructive behaviors’ impact on supervisors. One of these few studies showed that engaging in abusive supervisory behavior was positively correlated with supervisors’ recovery levels. Moreover, abusive supervisory behavior indirectly contributed to increased work engagement through its positive effect on the recovery level (Qin et al., 2018). The present chapter provides a comprehensive overview of the effects of abusive supervision on work performance, outlining both the negative and positive work-, employee-, and supervisor-related outcomes. Additionally, this chapter unfolds potential directions for future research regarding the relationships of abusive supervision with in-role and extra-role performance. Finally, we present practical recommendations for leaders and organizations to minimize the detrimental effects of abusive supervision. The literature findings will be presented in conjunction with various theoretical explanations, concepts, and propositions. © 2024 by Nova Science Publishers, Inc. en_US
dc.identifier.endpage 163 en_US
dc.identifier.isbn 9798895302071
dc.identifier.isbn 9798895301197
dc.identifier.scopus 2-s2.0-85210841895
dc.identifier.scopusquality N/A
dc.identifier.startpage 153 en_US
dc.identifier.uri https://hdl.handle.net/20.500.12416/9892
dc.identifier.wosquality N/A
dc.language.iso en en_US
dc.publisher Nova Science Publishers, Inc. en_US
dc.relation.ispartof New Research on Leadership Styles and Performance en_US
dc.relation.publicationcategory Kitap Bölümü - Uluslararası en_US
dc.rights info:eu-repo/semantics/closedAccess en_US
dc.scopus.citedbyCount 0
dc.subject Abusive Supervision en_US
dc.subject Extra-Role Performance en_US
dc.subject Organizational Outcomes en_US
dc.subject Work Performance en_US
dc.title Beyond the Bully: Exploring the Surprising Performance-Related Outcomes of Abusive Supervision en_US
dc.type Book Part en_US
dspace.entity.type Publication

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