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A TRICKLE-DOWN MODEL OF ABUSIVE SUPERVISION
Article first published online: 4 MAY 2012
© 2012 Wiley Periodicals, Inc.
Volume 65, Issue 2, pages 325–357, Summer 2012
How to Cite
MAWRITZ, M. B., MAYER, D. M., HOOBLER, J. M., WAYNE, S. J. and MARINOVA, S. V. (2012), A TRICKLE-DOWN MODEL OF ABUSIVE SUPERVISION. Personnel Psychology, 65: 325–357. doi: 10.1111/j.1744-6570.2012.01246.x
- Issue published online: 4 MAY 2012
- Article first published online: 4 MAY 2012
Much of the abusive supervision research has focused on the supervisor–subordinate dyad when examining the effects of abusive supervision on employee outcomes. Using data from a large multisource field study, we extend this research by testing a trickle-down model of abusive supervision across 3 hierarchical levels (i.e., managers, supervisors, and employees). Drawing on social learning theory and social information processing theory, we find general support for the study hypotheses. Specifically, we find that abusive manager behavior is positively related to abusive supervisor behavior, which in turn is positively related to work group interpersonal deviance. In addition, hostile climate moderates the relationship between abusive supervisor behavior and work group interpersonal deviance such that the relationship is stronger when hostile climate is high. The results provide support for our trickle-down model in that abusive manager behavior was not only related to abusive supervisor behavior but was also associated with employees’ behavior 2 hierarchical levels below the manager.