How does abusive supervision hurt employees? The mediating role of positive psychological capital
Document Type
Oral Presentation
Campus where you would like to present
Ellensburg
Event Website
https://digitalcommons.cwu.edu/source
Start Date
15-5-2019
End Date
15-5-2019
Abstract
Researchers in psychology have accumulated new insights and perspectives on both positive organizational behavior and the dark side of leadership yet seldom have the two perspectives been integrated. Drawing from Job Demands-Resources theory we developed and tested a model explaining how abusive supervisors negatively influence subordinates. More specifically, the job demands-resources suggests individuals operate with a constrained level of resources they can apply in a given job context. Equilibrium is achieved when there is a relative balance between the psychological demands on the individual and the psychological resources the individual can apply. In other words, the effects of job demands from, for example, an abusive supervisor, may be overbearing for individuals lower in psychological resources and lead to job strain, stress, and lower psychological well-being. From the perspective of positive psychology, Psychological Capital (self-efficacy, hope, optimism, and resilience) may be a resource for employees to draw on during the potential adversity created by abusive supervisors. Specifically, we position abusive supervision as a job demand that reduces the psychological resources of employee positive psychological capital thereby reducing employee well-being, satisfaction, and health. Results from temporally separated data from a heterogeneous sample of 293 working adults in the United States suggest employee positive psychological capital is an explanatory mechanism as a mediator in the relationship between abusive supervision and outcomes. This represents one of the first studies to not only explain but also test how abusive supervisors are detrimental to organizations.
Recommended Citation
Gill, Jadvir, "How does abusive supervision hurt employees? The mediating role of positive psychological capital" (2019). Symposium Of University Research and Creative Expression (SOURCE). 13.
https://digitalcommons.cwu.edu/source/2019/Oralpres/13
Department/Program
Psychology
Slides for SOURCE 2019 presentation Gill
Additional Files
Source Presenation - Jadvir Gill.pptx (658 kB)Slides for SOURCE 2019 presentation Gill
How does abusive supervision hurt employees? The mediating role of positive psychological capital
Ellensburg
Researchers in psychology have accumulated new insights and perspectives on both positive organizational behavior and the dark side of leadership yet seldom have the two perspectives been integrated. Drawing from Job Demands-Resources theory we developed and tested a model explaining how abusive supervisors negatively influence subordinates. More specifically, the job demands-resources suggests individuals operate with a constrained level of resources they can apply in a given job context. Equilibrium is achieved when there is a relative balance between the psychological demands on the individual and the psychological resources the individual can apply. In other words, the effects of job demands from, for example, an abusive supervisor, may be overbearing for individuals lower in psychological resources and lead to job strain, stress, and lower psychological well-being. From the perspective of positive psychology, Psychological Capital (self-efficacy, hope, optimism, and resilience) may be a resource for employees to draw on during the potential adversity created by abusive supervisors. Specifically, we position abusive supervision as a job demand that reduces the psychological resources of employee positive psychological capital thereby reducing employee well-being, satisfaction, and health. Results from temporally separated data from a heterogeneous sample of 293 working adults in the United States suggest employee positive psychological capital is an explanatory mechanism as a mediator in the relationship between abusive supervision and outcomes. This represents one of the first studies to not only explain but also test how abusive supervisors are detrimental to organizations.
https://digitalcommons.cwu.edu/source/2019/Oralpres/13
Faculty Mentor(s)
James Avey