Understanding the impact of abusive leadership on third-party observers' turnover intentions
Insights from organizational identification and authority orientation
Bibliographic Data
| ID | 21284053 |
|---|---|
| Authors | Zhaoqi Li (0000-0002-3748-8914, Gachon University), Linpei Song (0000-0002-3341-765X, Hunan Institute of Science and Technology, corresponding author) |
| Year | 2024 |
| Volume | 248 |
| Pages | 104438 |
| Publication date | 2024-08-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Acta Psychologica (JOURNAL) |
| Journal identifiers | ISSN: 0001-6918 • E-ISSN: 1873-6297 |
| Publisher | Elsevier BV (PUBLISHER) |
| DOI | 10.1016/j.actpsy.2024.104438 |
| PMID | 39088991 |
| OpenAlex | W4401196158 |
| Language | EN |
| References cited | 66 |
This study proposes and tests a conceptual model including three predictors (observed abusive leadership, workplace identification, and authority orientation) of third-party observers' turnover intentions. Analyzing responses from of 367 sales employees from Chinese hotels suggests that organizational identification partially mediates the relationship between observed abusive leadership and observer turnover intention. Also, observed abusive leadership is negatively associated with observers' workplace identification. Finally, authority orientation is negatively associated with observers' turnover intentions. This study contributes theoretically to understanding the repercussions of abusive leadership and offers managerial insights for hospitality firms to mitigate high turnover rates
Abusive supervision · Identification (biology) · Organizational commitment · Organizational identification · Orientation (vector space) · Turnover intention · Job Satisfaction and Organizational Behavior · Organizational and Employee Performance · Organizational Leadership and Management Strategies · Psychology · Social Psychology
Organizational commitment and psychological attachment
Blaming the organization for abusive supervision
Predictors of Abusive Supervision
Understanding the Dynamics of Leadership
Culture and Organizations
Consequences of abusive supervision
The Dark Side of Leadership
Abusive Supervision and Employee Well‐Being
Does power distance exacerbate or mitigate the effects of abusive supervision? It depends on the outcome.
Common method biases in behavioral research
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error
SPSS and SAS procedures for estimating indirect effects in simple mediation models
Abusive Supervision
A review of abusive supervision research
Structural equation modeling in practice
Peer abusive supervision and third-party employee creativity from a social exchange theory perspective
Identity and Cooperative Behavior in Groups
The Moderating Role of Neutralizers on the Relationship between Abusive Supervision and Intention to Quit
The role of hindrance stressors in the job demand–control–support model of occupational stress
Self‐protective reactions to peer abusive supervision
Vicarious abusive supervision and turnover in expectant working mothers
It's not just the victim
From internal brand management to organizational citizenship behaviours
Feedback Obstruction
Conservation of resources
| Highly cited | No |
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