K Michele Kacmar, Marilyn V Whitman & Kenneth J Harris, “The Lingering Impact of Abusive Supervision”

This article examines abusive supervision and its lingering effect on positive behaviours. “Abusive supervision refers to ‘subordinates’ perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact’ (Tepper, 2000, p. 178). Verbal behaviors often consist of public ridicule (Tepper, 2000; Tepper, Duffy, Henle, & Lambert, 2006), explosive outbursts (Zellars, Tepper, & Duffy, 2002), and intimidation (Aryee, Chen, Sun, & Debrah, 2007). Nonverbal behaviors may include aggressive eye contact, withholding needed information (Zellars et al., 2002), invoking the silent treatment, and breaking promises (Harris, Kacmar, & Zivnuska, 2007)” (51).

Additionally, the present study explores the influence of uncertainty on potentially positive consequences such as citizenship behavior. “Work environments perceived by the subordinate to be abusive are likely to engender feelings of uncertainty and unpredictability (Mayer, Thau, Workman, Van Dijke, & De Cremer, 2012). In the general workplace setting, abuse is rarely expected or accepted as part of the work process (Lian, Ferris, & Brown, 2012a; Tepper, 2000). Being publicly ridiculed, insulted, or intentionally sabotaged by your supervisor provokes feelings of uncertainty (Tepper 2000, 2007). In such circumstances, an employee may spend a great deal of time and effort trying to navigate the workplace” (54). They may avoid contact with the supervisor, avoid behaviours that benefit the organization, provoke greater abuse, lose a sense of power, or even face termination.  

K Michele Kacmar, Marilyn V Whitman & Kenneth J Harris, “The Lingering Impact of Abusive Supervision” (2013) 18:3 J Applied Management & Entrepreneurship 51.