A mindfulness perspective on the link between abusive supervision climate and team conflict
Bibliographic Data
| ID | 21620181 |
|---|---|
| Authors | Yuanmei Qu (0000-0002-1445-4949, Rowan University), Yuanmei Elly Qu, Gergana Todorova (0000-0002-1287-7243, California State University, Fullerton), Marie T Dasborough (0000-0001-5323-5119, University of Miami), Yunxia Shi (0000-0002-1387-2807, Shandong Institute of Business and Technology) |
| Year | 2023 |
| Volume | 34 |
| Issue | 5 |
| Pages | 907-930 |
| Publication date | 2023-11-16 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Conflict Management (JOURNAL) |
| Journal identifiers | ISSN: 1044-4068 • E-ISSN: 1758-8545 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/ijcma-03-2023-0035 |
| OpenAlex | W4385720393 |
| Language | EN |
| Citations received | 3 |
| References cited | 98 |
Purpose The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious dysfunctional effects of abusive supervision climate in teams. Team conflict, which is often a signal for dysfunctional relationships in teams, has however received limited attention. To contribute to this line of research, this study develops and tests a theoretical model on the role of team mindfulness in understanding the link between abusive supervision climate and task, process, and relationship conflict. Design/methodology/approach To test the theoretical model, this study collected and analyzed two-wave time-lagged data from 499 employees in 92 teams. Findings The results showed that abusive supervision climate aggravated task conflict and process conflict via diminishing levels of team mindfulness. Abusive supervision climate also exacerbated relationship conflict, but the effects did not occur via a decrease in team mindfulness. Practical implications While it may not always be possible to prevent the development of an abusive supervision climate in workplaces, other interventions may prevent conflict in teams with abusive leaders. As indicated by the findings, task conflict and process conflict may be reduced if teams are high on mindfulness. Interventions that stimulate team mindfulness might thus improve collaboration in teams with abusive leaders. Originality/value This research offers novel insights regarding how abusive leaders might instigate conflict within teams. Specifically, through the unique perspective of mindfulness, the authors are able to offer new insights into how abusive supervision climate affects task, process and relationship conflict. This study offers a novel, yet important, lens to examine how conflict occurs in teams
Abusive supervision · Dysfunctional family · Mindfulness · Psychological intervention · Psychological safety · Psychotherapist · Role conflict · Applied Psychology · Attachment and Relationship Dynamics · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Workaholism, burnout, and well-being
An Emotional Process Theory of How Subordinates Appraise, Experience, and Respond to Abusive Supervision Over Time
Benefits of mindfulness at work
When distress hits home
The role of different levels of leadership in predicting self- and collective efficacy
Fostering team creativity
Estimating within-group interrater reliability with and without response bias.
Mindfulness at Work
Beyond the individual victim
Mindfulness
The paradox of intragroup conflict
Why Are Abusive Supervisors Abusive? A Dual-system Self-control Model
Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice.
Mindfulness Training Improves Working Memory Capacity and GRE Performance While Reducing Mind Wandering
Task versus relationship conflict, team performance, and team member satisfaction
Mindfulness
Common method biases in behavioral research
Self-Reports in Organizational Research
Flow in work teams
Relationship of abusive supervision and employees’ helping behaviors
Supervisees’ reactions to a concatenation of supervisors’ resource drain, ego depletion and abusive supervision
A Longitudinal Study of Team Conflict, Conflict Management, Cohesion, and Team Effectiveness
A Multimethod Examination of the Benefits and Detriments of Intragroup Conflict
A Qualitative Analysis of Conflict Types and Dimensions in Organizational Groups
Why Differences Make a Difference
Managing relationship conflict and the effectiveness of organizational teams
How and when team average individual mindfulness facilitates team mindfulness
Supervisors' exceedingly difficult goals and abusive supervision
Individualism‐collectivism as an individual difference predictor of organizational citizenship behavior
Rethinking the role of team mindfulness in team relationship conflict
Self–other judgments and perceived vulnerability to victimization
The benefits of being present
The mindlessness of ostensibly thoughtful action
Heuristic versus systematic information processing and the use of source versus message cues in persuasion
Mood and the use of scripts
| Unique citing works | 3 |
|---|---|
| Citations per year | 1,5 |
| Citation span | 2024 - 2025 (2) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 3 |