Please use this identifier to cite or link to this item: https://doi.org/10.5465/amr.2011.0419
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dc.titleAbusive supervision through the lens of employee state paranoia
dc.contributor.authorChan, M.E.
dc.contributor.authorMcAllister, D.J.
dc.date.accessioned2014-12-12T07:04:18Z
dc.date.available2014-12-12T07:04:18Z
dc.date.issued2014-01-01
dc.identifier.citationChan, M.E., McAllister, D.J. (2014-01-01). Abusive supervision through the lens of employee state paranoia. Academy of Management Review 39 (1) : 44-66. ScholarBank@NUS Repository. https://doi.org/10.5465/amr.2011.0419
dc.identifier.issn03637425
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/114877
dc.description.abstractWe use insights into the social dynamics of state paranoia to better understand and explain the evolution and effects of perceived abusive supervision. Within our framework, abusive supervision and employee state paranoia are reciprocally related. We explain how perceived abusive supervision can influence paranoid arousal (characterized by extreme distrust, a sense of threat, anxiety, and fear of one's supervisor) and paranoid cognition (characterized by hypervigilance, rumination, and sinister attribution tendencies) and how it has attendant implications for employee behavior. We also identify an intrapersonal mechanism of cognitive bias (e.g., sinister attribution tendencies, interpretive bias), and an interpersonal process of victim precipitation whereby employee state paranoia can influence both experienced and subjective evaluations of abusive supervision. In addition, we identify personal, relational, and contextual factors that moderate the relationship between abusive supervision and employee state paranoia. Our analysis brings into focus the psychological and emergent nature of abusive supervision, as well as the mechanisms by which abusive supervision influences employee psychological well-being and behavior. © Academy of Management Review.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.5465/amr.2011.0419
dc.sourceScopus
dc.typeArticle
dc.contributor.departmentMANAGEMENT AND ORGANISATION
dc.description.doi10.5465/amr.2011.0419
dc.description.sourcetitleAcademy of Management Review
dc.description.volume39
dc.description.issue1
dc.description.page44-66
dc.identifier.isiut000330712100003
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