TY - JOUR
T1 - When and How Subordinate Performance Leads to Abusive Supervision
T2 - A Social Dominance Perspective
AU - Khan, Abdul Karim
AU - Moss, Sherry
AU - Quratulain, Samina
AU - Hameed, Imran
N1 - Publisher Copyright:
© The Author(s) 2016.
PY - 2018/9/1
Y1 - 2018/9/1
N2 - While we would typically expect poor performers to elicit abusive responses from their supervisors, we theorize that high performers may also be victims of abusive supervision. Specifically, we draw on social dominance theory to hypothesize and demonstrate that subordinate performance can have a positive, indirect effect on abusive supervision through the mediator of perceived threat to hierarchy. And this positive indirect effect prevails when the supervisor’s social dominance orientation is high. We found support for our theoretical model using data collected from supervisor–subordinate dyads.
AB - While we would typically expect poor performers to elicit abusive responses from their supervisors, we theorize that high performers may also be victims of abusive supervision. Specifically, we draw on social dominance theory to hypothesize and demonstrate that subordinate performance can have a positive, indirect effect on abusive supervision through the mediator of perceived threat to hierarchy. And this positive indirect effect prevails when the supervisor’s social dominance orientation is high. We found support for our theoretical model using data collected from supervisor–subordinate dyads.
KW - abusive supervision
KW - social dominance orientation
KW - subordinate performance
UR - http://www.scopus.com/inward/record.url?scp=85051292408&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85051292408&partnerID=8YFLogxK
U2 - 10.1177/0149206316653930
DO - 10.1177/0149206316653930
M3 - Article
AN - SCOPUS:85051292408
SN - 0149-2063
VL - 44
SP - 2801
EP - 2826
JO - Journal of Management
JF - Journal of Management
IS - 7
ER -