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Shame as an alternate mechanism for ...

Daniels, Michael A.

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Shame as an alternate mechanism for the abusive supervision-performance relation and the role of power distance values.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Shame as an alternate mechanism for the abusive supervision-performance relation and the role of power distance values./
作者:	Daniels, Michael A.
面頁冊數:	66 p.
附註:	Source: Dissertation Abstracts International, Volume: 77-01(E), Section: A.
Contained By:	Dissertation Abstracts International77-01A(E).
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3726720
ISBN:	9781339115214

Shame as an alternate mechanism for the abusive supervision-performance relation and the role of power distance values.
Daniels, Michael A.

Shame as an alternate mechanism for the abusive supervision-performance relation and the role of power distance values. - 66 p.

Source: Dissertation Abstracts International, Volume: 77-01(E), Section: A.

Thesis (Ph.D.)--Bowling Green State University, 2015.

Research on workplace mistreatment indicates that abusive supervision negatively relates to employee-related criteria through perceived injustice. The consensus in the literature is that this effect is attenuated for employees who have a higher power distance orientation because they perceive abusive supervision to be more normative and legitimate. However, drawing from the group value model, the present study tests the experience of shame as an alternate mechanism that explains the effects of abusive supervision. In particular, the negative effect of abusive supervision on employee outcomes (performance and organizational citizenship behaviors) through the experience of shame is proposed to be stronger for subordinates with higher power distance values because of the relatively maladaptive way that these individuals cope with feelings of shame. Using a multi-wave survey of 211 matched supervisor-subordinate dyads, results indicate that the negative indirect effect of abusive supervision on employee performance through experienced shame is stronger for recipients with a high power distance orientation. This investigation contributes to the existing literature by testing an affective pathway by which abusive supervision relates to employee job performance and challenges the notion that high power distance followers are necessarily shielded from the negative effects of abusive leaders.

ISBN: 9781339115214Subjects--Topical Terms:

516664
Management.

Shame as an alternate mechanism for the abusive supervision-performance relation and the role of power distance values.
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245 1 0 $a Shame as an alternate mechanism for the abusive supervision-performance relation and the role of power distance values.
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500 $a Source: Dissertation Abstracts International, Volume: 77-01(E), Section: A.
500 $a Adviser: Scott Highhouse.
502 $a Thesis (Ph.D.)--Bowling Green State University, 2015.
520 $a Research on workplace mistreatment indicates that abusive supervision negatively relates to employee-related criteria through perceived injustice. The consensus in the literature is that this effect is attenuated for employees who have a higher power distance orientation because they perceive abusive supervision to be more normative and legitimate. However, drawing from the group value model, the present study tests the experience of shame as an alternate mechanism that explains the effects of abusive supervision. In particular, the negative effect of abusive supervision on employee outcomes (performance and organizational citizenship behaviors) through the experience of shame is proposed to be stronger for subordinates with higher power distance values because of the relatively maladaptive way that these individuals cope with feelings of shame. Using a multi-wave survey of 211 matched supervisor-subordinate dyads, results indicate that the negative indirect effect of abusive supervision on employee performance through experienced shame is stronger for recipients with a high power distance orientation. This investigation contributes to the existing literature by testing an affective pathway by which abusive supervision relates to employee job performance and challenges the notion that high power distance followers are necessarily shielded from the negative effects of abusive leaders.
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