Trickling out effects of abusive supervision: A social information processing perspective.
Can an employee rationalize their supervisory abuse to the point where sabotaging customers seems justified? Drawing from the social information processing theory perspective, we introduce three distinct types of supervisor–supervisee dyadic cognitive influences (i.e. attention-shifting, role-sendin...
| Publicado en: | Human Relations Vol. 79; no. 1; pp. 59 - 95 |
|---|---|
| Autores principales: | , , , , |
| Formato: | Artículo |
| Publicado: |
Sage Publications Inc.
Jan2026
|
| Materias: | |
| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=190326251&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 190326251 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00187267 HRL jtl: Human Relations issn: 00187267 maglogo: Y pubinfo: dt: Jan2026 vid: 79 iid: 1 pid: 344 pub: Sage Publications Inc. artinfo: ui: 190326251 10.1177/00187267251317444 ppf: 59 ppct: 36 formats: tig: atl: Trickling out effects of abusive supervision: A social information processing perspective. aug: au: Tariq, Hussain Khan, Abdul Karim Hochwarter, Wayne A Muchiri, Michael Babalola, Mayowa T affil: La Trobe University, Australia United Arab Emirates University, UAE Florida State University, USA Alfaisal University, Saudi Arabia University of Western Australia, Australia su: Saudi Arabia Employee psychology Supervision of employees Social psychology Work environment Empirical research Group dynamics Violence in the workplace Attention Bullying Role models Employee attitudes Research funding T-test (Statistics) Scientific observation Customer relations Descriptive statistics Factor analysis Confidence intervals sug: subj: Employee psychology Supervision of employees Social psychology Work environment Empirical research Group dynamics Violence in the workplace Attention Bullying Role models Employee attitudes Saudi Arabia Research funding T-test (Statistics) Scientific observation Customer relations Descriptive statistics Factor analysis Confidence intervals keyword: abusive supervision perceived acceptability of norm violations physical proximity psychological proximity role ambiguity role-modeling influence social information processing account abusive supervision perceived acceptability of norm violations physical proximity psychological proximity role ambiguity role-modeling influence social information processing account ab: Can an employee rationalize their supervisory abuse to the point where sabotaging customers seems justified? Drawing from the social information processing theory perspective, we introduce three distinct types of supervisor–supervisee dyadic cognitive influences (i.e. attention-shifting, role-sending, and role-modeling mechanisms) to explain the trickle-out effects of abusive supervision on customers. We hypothesized that an abused employee's perception of acceptability of norm violations, role ambiguity, and role-modeling influence mediates the effects of abusive supervision on customer-directed sabotage. Furthermore, we developed a process-moderated mediation model to explain how different levels of psychological and physical proximity shape these effects. Across two studies in distinct face-to-face service contexts, we found that the perceived acceptability of norm violations (Study 2), role ambiguity (Study 1 and Study 2), and role-modeling influence (Study 1 and Study 2) trickle out the effects of abusive supervision on customers. Interestingly, these trickle-out effects via role ambiguity and role-modeling influence are intensified when employees are psychologically close to their supervisor but physically distant from customers, but under these moderation mediation conditions, the trickle-out effect via perceived acceptability of norm violations has been weakened. Our findings offer new insights into how abusive behaviors ripple through service organizations, affecting not just internal dynamics but external customer relations as well. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
|---|