RT Article
T1 Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective
JF Journal of business ethics
VO 158
IS 4
SP 1113
OP 1131
A1 Park, Haesang
A1 Hoobler, Jenny M.
A1 Wu, Junfeng
A1 Liden, Robert C.
A1 Hu, Jia
A1 Wilson, Morgan S.
LA English
PB Springer Science + Business Media B. V
YR 2019
UL https://www.ixtheo.de/Record/1785599550
AB In order to address the influence of unethical leader behaviors in the form of abusive supervision on subordinates’ retaliatory responses, we meta-analytically examined the impact of abusive supervision on subordinate deviance, inclusive of the role of justice and power distance. Specifically, we investigated the mediating role of supervisory- and organizationally focused justice and the moderating role of power distance as one model explaining why and when abusive supervision is related to subordinate deviance toward supervisors and organizations. With 79 independent sample studies (N = 22,021), we found that abusive supervision was more strongly related to supervisory-focused justice, compared to organizationally focused justice perceptions, and both types of justice perceptions were related to target-similar deviance (deviance toward the supervisor and organization, respectively). Finally, our results showed that the negative implications of abusive supervision were stronger in lower power distance cultures compared to higher power distance cultures.
K1 Power Distance
K1 Deviance
K1 Supervisory justice
K1 Organizational Justice
K1 Abusive supervision
DO 10.1007/s10551-017-3749-2