Abusive supervision and subordinates’ organizational citizenship behavior.

Cited by (893)

Items 301–400 of 893

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2. Rogues in the ranks of selling organizations: using corporate ethics to manage workplace bullying and job satisfaction
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3. Abusive Leadership and Helping Behavior: Capability or Mood, which Matters?
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4. Abusive supervision and knowledge sharing: the moderating role of organizational tenure
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5. Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors' performance
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6. Psychological Contract Breach, Negative Reciprocity, and Abusive Supervision: The Mediated Effect of Organizational Identification
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7. Abusive supervision and work-family conflict: an empirical investigation of Indian professionals
   Sajeet Pradhan, Prashant Gupta · 2021 · International Journal of Conflict Management
8. On the destructiveness of laissez-faire versus abusive supervision: a comparative, multilevel investigation of destructive forms of leadership
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9. The effects of perceived supervisor incivility on child-care workers’ job performance: The mediating role of emotional exhaustion and intrinsic motivation
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10. Does organization citizenship behavior really benefit the organization?
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11. Linking abusive supervision to job embeddedness: The mediating role of perceived organizational support
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12. Job search behavior explained through perceived tolerance for workplace incivility, cynicism and income level: A moderated mediation model
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13. Perceived Supervisory Support and Organisational Citizenship Behaviours: Is Job Satisfaction a Mediator?
    Olugbenga J. Ladebo · 2008 · South African Journal of Psychology
14. Examining retaliatory responses to justice violations and recovery attempts in teams.
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15. Task and Relationship-Oriented Trust In Leaders
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16. Coworkers’ and Supervisor Interactional Justice: Correlates of Extension Personnel’s Job Satisfaction, Distress, and Aggressive Behavior
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17. Three Nightmare Traits in Leaders
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18. Three Motives for Abusive Supervision: The Mitigating Effect of Subordinates Attributed Motives on Abusive Supervision’s Negative Outcomes
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19. Deterrence and leadership factors: Which are important for information security policy compliance in the hotel industry
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20. Work stress, ego depletion, gender and abusive supervision: A self-Regulatory perspective
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21. Policy implementation and academic workload planning in the managerial university: understanding unintended consequences
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22. Fairness Enactment as Response to Higher Level Unfairness
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23. Destructive Leadership Behaviors and Workplace Attitudes in Schools
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24. Further scale refinement for emotional labor
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25. Dispositional and Situational Moderators of the Relationship Between Leader–Member Exchange and Work Tension
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26. Psychological Safety Effects on Knowledge Sharing in Project Teams
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27. Some Possible Antecedents of Military Personnel Organizational Citizenship Behavior
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28. Bullying in global organizations: A reference point perspective
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29. The hot and the cold in destructive leadership: Modeling the role of arousal in explaining leader antecedents and follower consequences of abusive supervision versus exploitative leadership
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30. Abusive supervision, psychosomatic symptoms, and deviance: Can job autonomy make a difference?
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31. Sustainable Ethical Leadership and Employee Outcomes in the Hotel Industry in Cameroon
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32. Workplace knowledge hiding among front line employees: moderation of felt obligation
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33. Abusive Supervision and Employee’s Creative Performance: A Serial Mediation Model of Relational Conflict and Employee Silence
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34. Why do they slack off in teamwork? Understanding frontline hospitality employees’ social loafing when faced with exploitative leadership
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35. Cascading controls: The effects of managers’ incentives on subordinate effort to help or harm
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36. Abusive Supervision and Employee Performance: Mechanisms of Traditionality and Trust
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37. Who influences employees’ dark side: A multi-foci meta-analysis of counterproductive workplace behaviors
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38. How Lack of Integrity and Tyrannical Leadership of Managers Influence Employee Improvement-Oriented Behaviors
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39. Work stressors and job outcomes: an empirical investigation of frontline service employees in the Indian hospitality industry
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40. Extending the metatheoretical framework of social/political influence to leadership: Political skill effects on situational appraisals, responses, and evaluations by others
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41. It hurts me too! (or not?): Exploring the negative implications for abusive bosses.
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42. Stifling My Fire: The Impact of Abusive Supervision on Employees’ Motivation and Ensuing Outcomes at Work
    Sigalit Ronen, Magda Bezerra Leite Donia · 2020 · Journal of Work and Organizational Psychology
43. The benefits of belongingness and interactional fairness to interpersonal citizenship behavior
    Ivy Kyei‐Poku · 2014 · Leadership & Organization Development Journal
44. A research about the relationship of psychological safety and organizational politics perception with compulsory citizenship behavior and the pressures behind compulsory citizenship behavior
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45. Exploring the Influence of Abusive and Ethical Leadership on Supervisor and Coworker-Targeted Impression Management
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46. Linking workplace deviance and abusive supervision: moderating role of positive psychological capital
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47. Abusive supervision and knowledge hiding in service organizations: exploring the boundary conditions
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48. Gossiping as a response to conflict with the boss: alternative conflict management behavior?
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49. Transforming people practices by re-structuring job engagement practices for generation z: an empirical study
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50. The Gossiper's high and low: Investigating the impact of negative gossip about the supervisor on work engagement
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51. Leader’s Machiavellianism and employees’ counterproductive work behavior: testing a moderated mediation model
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52. oxic Leadership and Turnover Intention: Mediating Role of Job Satisfaction
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53. A study on the relationship of abusive supervision and fear based silence in India the mediating role of dimensions of emotional intelligence
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54. WATER SMOOTHING STONES: SUBORDINATE RESISTANCE TO WORKPLACE BULLYING
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55. Abusive supervision and employee creativity in China
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56. Accountability breeds response-ability
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57. Dis-identification in Organizations and Its Role in the Workplace
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58. How followers’ emotional stability and cultural value orientations moderate the impact of health-promoting leadership and abusive supervision on health-related resources
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59. Lightening the dark side of customer participation – The mitigating role of relationship performance in business-to-business project contexts
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60. The Impact of Perceived Psychological Contract Breach, Abusive Supervision, and Silence on Employee Well-being
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61. Making nice or faking nice? Exploring supervisors’ two-faced response to their past abusive behavior
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62. Workplace bullying and organizational citizenship behavior: the parallel mediating effects of job satisfaction and resilience
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63. Too many cooks in the kitchen: The effects of dominance incompatibility on relationship conflict and subsequent abusive supervision
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64. Beyond Social Exchange: Career Adaptability Linking Work Stressors and Counterproductive Work Behavior
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65. Does the Congruence Between Leaders’ Implicit Followership Theories and Their Perceptions of Actual Followers Matter?
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66. HRM effectiveness as a moderator of the relationships between abusive supervision and technology work overload and job outcomes for technology end users
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67. Who Abuses Their Coworkers? An Examination of Personality and Situational Variables
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68. Good Times to Hard Times: An Examination of Adult Learners’ Enrollment from 2004–2010
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69. Double Jeopardy: Subordinates’ Worldviews and Poor Performance as Predictors of Abusive Supervision
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70. Supervisor Effects on Employee Knowledge Sharing Behaviour in SMEs
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71. The effects of organizational justice dimensions on facets of job engagement
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72. Abusive supervision and workplace deviance: the role of negative reciprocity
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73. From Interactional Justice to Citizenship Behaviors: Role Enlargement or Role Discretion?
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74. Abusive supervision, public service motivation, and employee deviance
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75. Destructive leadership in organizational research: a bibliometric approach
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76. Impact of Organizational Justice on Organizational Citizenship Behavior: An Empirical Evidence from Pakistan
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77. Innovative Human Resource Practice: A Synthesized Framework and Causal Model of Leader-Member Exchange, Organizational Justice, Job Satisfaction, and Organizational Citizenship Behavior
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78. Abusive Supervision and Negative Employee outcomes: The Moderating Effects of Intimidation and Recognition
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79. A stress perspective on antecedents of abusive supervision: Blaming the organisation when exhausted supervisors abuse
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80. The role of bullying in the development of organizational citizenship behaviors
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81. How does abusive supervision hurt employees? The role of positive psychological capital
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82. Do morally disengaged employees withdraw from customer-oriented citizenship behavior in response to customers’ uncivil behavior?
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83. Equity Sensitivity Revisited: Contrasting Unidimensional and Multidimensional Approaches
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84. The Moderating Role of Neutralizers on the Relationship between Abusive Supervision and Intention to Quit: A Proposed Model
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85. Predicting nonlinear effects of monitoring and punishment on employee deviance: The role of procedural justice
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86. How Employee Race Moderates the Relationship Between Non-Contingent Punishment and Organizational Citizenship Behaviors: A Test of the Negative Adaptation Hypothesis
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87. Abusive supervision, co-worker abuse and work outcomes: procedural justice as a mediator
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88. The background of restaurant employees’ revenge intention: supervisor incivility, organizational gossip, and blaming others
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89. Abusive Supervision, Employee Well-Being and Ill-Being: The Moderating Role of Core Self-Evaluations
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91. The Relationship between Perceived Toxic Leadership Styles, Leader Effectiveness, and Organizational Cynicism
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