Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/79185
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dc.contributorDepartment of Management and Marketing-
dc.creatorLiao, ZY-
dc.creatorYam, KC-
dc.creatorJohnson, RE-
dc.creatorLiu, W-
dc.creatorSong, ZL-
dc.date.accessioned2018-11-01T02:22:33Z-
dc.date.available2018-11-01T02:22:33Z-
dc.identifier.issn1072-5245en_US
dc.identifier.urihttp://hdl.handle.net/10397/79185-
dc.language.isoenen_US
dc.publisherAmerican Psychological Associationen_US
dc.rights©American Psychological Association, 2018. This paper is not the copy of record and may not exactly replicate the authoritative document published in the APA journal. Please do not copy or cite without author's permission. The final article is available, upon publication, at: http://dx.doi.org/10.1037/apl0000319en_US
dc.rightsThe following publication Liao, Z., Yam, K. C., Johnson, R. E., Liu, W., & Song, Z. (2018). Cleansing my abuse : A reparative response model of perpetrating abusive supervisor behavior. Journal of Applied Psychology, 103(9), 1039-1056 is available at https://dx.doi.org/10.1037/apl0000319en_US
dc.subjectLeadershipen_US
dc.subjectAbusive supervisor behavioren_US
dc.subjectMoral attentivenessen_US
dc.subjectMoral courageen_US
dc.subjectMoral creditsen_US
dc.subjectGuilten_US
dc.titleCleansing my abuse : a reparative response model of perpetrating abusive supervisor behavioren_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.spage1039en_US
dc.identifier.epage1056en_US
dc.identifier.volume103en_US
dc.identifier.issue9en_US
dc.identifier.doi10.1037/apl0000319en_US
dcterms.abstractResearch on abusive supervision has predominantly focused on the consequences for victims while overlooking how leaders respond to their own abusive behavior. Drawing from the literature on moral cleansing, we posit that supervisors who engage in abusive behavior may paradoxically engage in more constructive leadership behaviors subsequently as a result of feeling guilty and perceiving loss of moral credits. Results from two experience sampling studies show that, within leaders on a daily basis, perpetrating abusive supervisor behavior led to an increase in experienced guilt and perceived loss of moral credits, which in turn motivated leaders to engage in more constructive person-oriented (consideration) and task-oriented (initiating structure) leadership behaviors. In addition, leader moral attentiveness and moral courage strengthen these indirect effects by amplifying leaders’ awareness of their immoral behavior and their willingness and determination to make reparations for such behavior. Our research contributes to the theoretical understanding of leaders’ responses toward their own abusive supervisor behavior and provides insights into how and when destructive leadership behaviors may, paradoxically, trigger more constructive behaviors.-
dcterms.accessRightsopen accessen_US
dcterms.bibliographicCitationJournal of applied psychology, Sept. 2018, v. 103, no. 9, p. 1039-1056-
dcterms.isPartOfJournal of applied psychology-
dcterms.issued2018-09-
dc.description.validate201811 bcrcen_US
dc.description.oaAccepted Manuscripten_US
dc.identifier.FolderNumbera0265-n01en_US
dc.description.pubStatusPublisheden_US
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