Does taking the good with the bad make things worse? How abusive supervision and leader-member exchange interact to impact need satisfaction and organizational deviance

Huiwen Lian, D. Lance Ferris, Douglas J. Brown

Research output: Contribution to journalArticlepeer-review

220 Scopus citations

Abstract

We integrate and extend past work on self-determination theory and mixed relationships, or relationships characterized by both conflict and support, to address the question of how abusive supervision promotes subordinate organizational deviance. In so doing, we propose a mediated moderation model wherein abusive supervision and leader-member exchange interact to predict organizational deviance, with psychological need satisfaction mediating the effect of the interaction on organizational deviance. This hypothesized model was supported with multi-wave data collected from 260 employees. Notably, our model was supported after controlling for justice perceptions and organizational social exchange as alternative mediators. Theoretical and practical implications are discussed.

Original languageEnglish
Pages (from-to)41-52
Number of pages12
JournalOrganizational Behavior and Human Decision Processes
Volume117
Issue number1
DOIs
StatePublished - Jan 2012

Bibliographical note

Funding Information:
We thank Stefan Thau and Lisa Keeping for their helpful comments on an earlier version of this paper. This research is based on the first author’s doctoral dissertation and was supported in part by a grant from the Canadian Social Sciences and Humanities Research Council to the third author.

Keywords

  • Abusive supervision
  • Leader-member exchange
  • Mixed relationships
  • Organizational deviance
  • Self-determination theory

ASJC Scopus subject areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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