Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/90719
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Title: Holding abusive managers in contempt : why and when abusive supervision begets interpersonal justice
Authors: Pan, SY
Xia, Y
Lin, KJ 
Issue Date: Aug-2020
Source: Academy of management. Annual meeting proceedings, Aug. 2020, v. 2020, no. 1
Abstract: Research has demonstrated the social learning and trickle-down effect of abusive supervision in organizations. Our study proposes a novel perspective to highlight the agentic role of the abused supervisors in leading in a more positive manner. Drawing on affective event theory and the social function of contempt, we develop an emotion-based model to examine why and when abused supervisors demonstrate more interpersonal justice toward their subordinates. Across two field studies with data collected from two cultures (i.e., China and the UK) using two types of research design (i.e., dyadic design and time-lagged design), we find that experiencing abusive supervision (i.e., abusive manager behavior) induces supervisors’ contempt of their abusive managers, the feeling of which further motivates those supervisors with higher moral attentiveness to morally differentiate themselves from their abusive managers and display more interpersonal justice toward their subordinates. Theoretical and practical implications are discussed.
Publisher: Academy of Management
Journal: Academy of management. Annual meeting proceedings 
ISSN: 0065-0668
EISSN: 2151-6561
DOI: 10.5465/AMBPP.2020.25
Rights: Posted with permission of the author.
The following publication Su-Ying Pan, Ying Xia, and Katrina Jia Lin, 2020: Holding Abusive Managers in Contempt: Why and When Abusive Supervision Begets Interpersonal Justice. Proceedings, 2020 is available at https://dx.doi.org/10.5465/AMBPP.2020.25
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