The motivational effects of diminished self-esteem for employees who experience abusive supervision

Abstract

This research considers two theoretical perspectives on employees’ motivation associated with diminished self-esteem from abusive supervision. The self-defense view of diminished self-esteem suggests that abusive supervision motivates destructive behavior in an attempt to reassert personal control and protect victims’ self-image. The self-presentational view of diminished self-esteem suggests abusive supervision motivates behavior that attempts to signal fit with and value to the workgroup and organization. On the basis of these two theoretical perspectives, we examine how employees’ diminished self-esteem from abusive supervision can motivate destructive work behavior (i.e., supervisor-directed deviance, organizational deviance) and self-presentational behavior (i.e., putting on a façade, ingratiation). Additionally, employees’ turnover intentions, which are an indicator of employees’ psychological detachment from the organization, are considered a moderator of the effects of abusive supervision on diminished self-esteem and associated behavior such that high turnover intentions attenuate the effects. Results of two field studies and a daily diary study support the hypothesized model and show that abusive supervision indirectly influences employees’ workplace deviance and self-presentational behavior via diminished self-esteem. As predicted, the effects are stronger for employees with lower versus higher turnover intentions.