How Abuse of High -performing Supervisor Affects Job Performance Behaviors: A Multiple-mediation Analysis

This article advances the present understanding of consequences of abusive supervision. Building on social cognitive theory and social exchange theory, we propose a multiple mediation model that identifies cognitive and affective mechanisms through which a busive supervision influences employee task performance and organizational citizenship behavior self efficacy and felt obligation toward supervisors, respectively. More importantly, we suggest supervisor task performance as a potential moderator that strengthens the effect of abusive supervision on employee psychological outcomes. Results from 191 supervisor subordinate dyads in Sou th Korea demonstrate that abusive supervision has a negative effect employee task performance and organizational citizenship behavior via diminished self efficacy and felt obligation toward supervisors. Findings also reveal that abusive supervision by high performers has a more detrimental effect on employees’ self efficacy, not on felt obligation toward supervisors. We discuss insightful implications of our findings.