Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

The mediating role of LMX between abusive supervision and work behaviors A replication and extension

The mediating role of LMX between abusive supervision and work behaviors A replication and extension Purpose – In a replication of a multi‐source study by Xu et al. , the authors examined whether leader‐member exchange (LMX) mediates the relationship between abusive supervision and employee work behaviors, more specifically task performance, organizational citizenship behaviors toward the organization (OCBO), and toward other individuals (OCBI). Moreover, the authors also examined whether LMX mediates this relationship when the authors focus on the two dimensions of abusive supervision, that is active‐aggressive and passive‐aggressive abusive supervision. Design/methodology/approach – The authors collected multi‐source data in order to minimize common method bias. The authors conducted regression analyses, Sobel tests, and bootstrapping techniques. Findings – The authors found support that LMX mediates the negative relationship between abusive supervision and OCBO and OCBI. However, the authors could not replicate the mediating role of LMX in the association between abusive supervision and employees' performance. Similar results were obtained when the data were analyzed with the active‐aggressive and passive‐aggressive abusive supervision subscales. Research limitations/implications – Due to the cross‐sectional nature of the study, this study does not allow the authors to draw causal conclusions regarding the proposed relationships. Originality/value – The authors replicated Xu et al. 's findings in a European context with a different sample and different measures for LMX, performance, and OCBI. The authors conducted bootstrapping analyses in order to control for the skewed distribution of abusive supervision. The authors explore whether the proposed relations still stand with regard to active‐aggressive and passive‐aggressive abusive supervision. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png American Journal of Business Emerald Publishing

The mediating role of LMX between abusive supervision and work behaviors A replication and extension

Download PDF
15 pages

Loading next page...
 
/lp/emerald-publishing/the-mediating-role-of-lmx-between-abusive-supervision-and-work-GIMj8t9xMd
Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1935-5181
DOI
10.1108/AJB-06-2013-0038
Publisher site
See Article on Publisher Site

Abstract

Purpose – In a replication of a multi‐source study by Xu et al. , the authors examined whether leader‐member exchange (LMX) mediates the relationship between abusive supervision and employee work behaviors, more specifically task performance, organizational citizenship behaviors toward the organization (OCBO), and toward other individuals (OCBI). Moreover, the authors also examined whether LMX mediates this relationship when the authors focus on the two dimensions of abusive supervision, that is active‐aggressive and passive‐aggressive abusive supervision. Design/methodology/approach – The authors collected multi‐source data in order to minimize common method bias. The authors conducted regression analyses, Sobel tests, and bootstrapping techniques. Findings – The authors found support that LMX mediates the negative relationship between abusive supervision and OCBO and OCBI. However, the authors could not replicate the mediating role of LMX in the association between abusive supervision and employees' performance. Similar results were obtained when the data were analyzed with the active‐aggressive and passive‐aggressive abusive supervision subscales. Research limitations/implications – Due to the cross‐sectional nature of the study, this study does not allow the authors to draw causal conclusions regarding the proposed relationships. Originality/value – The authors replicated Xu et al. 's findings in a European context with a different sample and different measures for LMX, performance, and OCBI. The authors conducted bootstrapping analyses in order to control for the skewed distribution of abusive supervision. The authors explore whether the proposed relations still stand with regard to active‐aggressive and passive‐aggressive abusive supervision.

Journal

American Journal of Business – Emerald Publishing

Published: Apr 1, 2014

Keywords: Leadership; Performance; OCB; LMX; Abusive supervision; Exchange; OCBI; OCBO

References

  • Relationship of job stressors to job‐performance: linear or an inverted‐U'
    Abramis, D.J.
  • Antecedents and outcomes of abusive supervision: test of a trickle‐down model
    Aryee, S.; Chen, Z.X.; Sun, L.Y.; Debrah, Y.A.
  • Abusive supervision and subordinate problem drinking: taking resistance, stress, and subordinate personality into account
    Bamberger, P.A.; Bacharach, S.B.
  • Development of leader‐member exchange: a longitudinal test
    Bauer, T.N.; Green, S.G.
  • Potential problems in the statistical control of variables in organizational research: a qualitative analysis with recommendations
    Becker, T.E.
  • Exchange and Power in Social Life
    Blau, P.
  • Abusive supervision and work‐family conflict: the path through emotional labor and burnout
    Carlson, D.; Ferguson, M.; Hunter, E.; Whitten, D.
  • The illusion of statistical control: control variable practice in management research
    Carlson, K.D.; Wu, J.P.
  • Investigating the underlying structure of the citizenship performance domain
    Coleman, V.I.; Borman, W.C.
  • Effects of dyadic quality and duration on performance‐appraisal
    Duarte, N.T.; Goodson, J.R.; Klich, N.R.
  • A tale of two cultures: revisiting journal editors' views of replication research
    Easley, R.W.; Madden, C.S.; Gray, V.
  • Replication research's disturbing trend
    Evanschitzky, H.; Baumgarth, C.; Hubbard, R.; Armstrong, J.S.
  • Role making processes within complex organizations
    Graen, G.B.
  • Relationship‐based approach to leadership: development of leader‐member exchange (LMX) theory of leadership over 25 years – applying a multi‐level multi‐domain perspective
    Graen, G.B.; Uhl‐Bien, M.
  • An examination of the multidimensionality of supervisor and subordinate perceptions of leader‐member exchange
    Greguras, G.J.; Ford, J.M.
  • Abusive supervisory reactions to coworker relationship conflict
    Harris, K.J.; Harvey, P.; Kacmar, K.M.
  • An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship
    Harris, K.J.; Kacmar, K.M.; Zivnuska, S.
  • The Psychology of Interpersonal Relations
    Heider, F.
  • Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations
    Hofstede, G.
  • Replications and extensions in marketing: rarely published but quite contrary
    Hubbard, R.; Armstrong, J.
  • Sins of the parents: self‐control as a buffer between supervisors' previous experience of family undermining and subordinates' perceptions of abusive supervision
    Kiewitz, C.; Restubog, S.L.D.; Zagenczyk, T.J.; Scott, K.D.; Garcia, P.R.J.M.; Tang, R.L.
  • Dispositional and contextual determinants of organizational citizenship behavior
    Konovsky, M.A.; Organ, D.W.
  • Rewarding replications: a sure and simple way to improve psychological science
    Koole, S.L.; Lakens, D.
  • Organizational citizenship behavior and workplace deviance: the role of affect and cognitions
    Lee, K.; Allen, N.J.
  • Does power distance exacerbate or mitigate the effects of abusive supervision? It depends on the outcome
    Lian, H.; Ferris, D.L.; Brown, J.
  • Multidimensionality of leader‐member exchange: an empirical assessment through scale development
    Liden, R.C.; Maslyn, J.M.
  • Abusive supervision and employee well‐being: the moderating effect of power‐distance orientation
    Lin, W.; Wang, L.; Chen, S.
  • Replications in psychology research: how often do they really occur?
    Makel, M.C.; Plucker, J.A.; Hegarty, B.
  • A review of abusive supervision research
    Martinko, M.J.; Harvey, P.; Brees, J.R.; Mackey, J.
  • Perceptions of abusive supervision: the role of subordinates' attribution styles
    Martinko, M.J.; Harvey, P.; Sikora, D.; Douglas, S.C.
  • Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs
    Mitchell, M.S.; Ambrose, M.L.
  • The mediating role of feedback avoidance behavior in the LMX‐performance relationship
    Moss, S.; Sanchez, J.; Brumbaugh, A.; Borkowski, N.
  • Evidence that task performance should be distinguished from contextual performance
    Motowidlo, S.J.; Van Scotter, J.R.
  • Reviewer bias against replication research
    Neuliep, J.W.; Crandall, R.
  • Surveying for ‘artifacts’: the susceptibility of the OCB‐performance evaluation relationship to common rater, item, and measurement context effects
    Podsakoff, N.; Whiting, S.; Welsh, D.; Mai, K.
  • Common method biases in behavioral research: a critical review of the literature and recommended remedies
    Podsakoff, P.M.; MacKenzie, S.B.; Lee, J.‐Y.; Podsakoff, N.P.
  • Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models
    Preacher, K.J.; Hayes, A.F.
  • The social desirability response bias in ethics research
    Randall, D.M.; Fernandes, M.F.
  • LMX, context perceptions, and performance: an uncertainty management perspective
    Rosen, C.; Harris, K.; Kacmar, K.M.
  • Replication in behavioral research
    Rosenthal, R.
  • Prevalence of workplace aggression in the US workforce: findings from a national study
    Schat, A.C.H.; Frone, M.R.; Kelloway, E.K.
  • Research Methods for Organizational Studies
    Schwab, D.
  • Social exchange in organizations: perceived organizational support, leader‐member exchange, and employee reciprocity
    Settoon, R.P.; Bennett, N.; Liden, R.C.
  • Mediation in experimental and nonexperimental studies: new procedures and recommendations
    Shrout, P.E.; Bolger, N.
  • Increasing replication for knowledge accumulation in strategy research
    Singh, K.; Ang, S.H.; Leong, S.M.
  • Asymptotic confidence intervals for indirect effects in structural equation models
    Sobel, M.E.
  • Methodological urban legends: the misuse of statistical control variables
    Spector, P.E.; Brannick, M.T.
  • Consequences of abusive supervision
    Tepper, B.J.
  • Abusive supervision in work organizations: review, synthesis, and directions for future research
    Tepper, B.J.
  • Negative exchanges with supervisors
    Tepper, B.J.; Almeda, M.
  • Procedural injustice, victim precipitation, and abusive supervision
    Tepper, B.J.; Duffy, M.K.; Henle, C.A.; Lambert, L.S.
  • Abusive supervision and subordinates' organization deviance
    Tepper, B.J.; Lambert, L.S.; Henle, C.A.; Giacalone, R.A.; Duffy, M.K.
  • Abusive supervision, intentions to quit, and employees' workplace deviance: a power/dependence analysis
    Tepper, B.J.; Carr, J.C.; Breaux, D.M.; Geider, S.; Hu, C.; Hua, W.
  • Self‐gain or self‐regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice
    Thau, S.; Mitchell, M.S.
  • How management style moderates the relationship between abusive supervision and workplace deviance: an uncertainty management theory perspective
    Thau, S.; Bennett, R.J.; Mitchell, M.S.; Marrs, M.B.
  • Replication and theory development in organizational science: a critical realist perspective
    Tsang, E.W.K.; Kwan, K.‐M.
  • Leader‐member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior
    Wang, H.; Law, K.S.; Hackett, R.D.; Wang, D.X.; Chen, Z.X.
  • Abusive supervision and workplace deviance: the mediating role of interactional justice and the moderating role of power distance
    Wang, W.; Mao, J.; Wu, W.; Liu, J.
  • The effects of leader‐member exchange on employee citizenship and impression management behavior
    Wayne, S.J.; Green, S.A.
  • Abusive supervision and work behaviors: the mediating role of LMX
    Xu, E.; Huang, X.; Lam, C.K.; Miao, Q.
  • Abusive supervision and subordinates' organizational citizenship behavior
    Zellars, K.L.; Tepper, B.J.; Duffy, M.K.