The moderating effect of team psychological empowerment on the relationship between abusive supervision and engagement

Melrona Kirrane, Steven Kilroy, Clíodhna O' Connor

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Purpose
Managers exert considerable effort to foster employee engagement given its positive organisational consequences. However abusive supervision, not uncommon in the organisational context, is said to damage hard-won gains in this arena. The purpose of this paper is to explore how the deleterious effects of abusive supervision on engagement can be attenuated. Specifically, the paper examines the moderating role of team psychological empowerment (TPE) in the negative relationship between abusive supervision and engagement.
Design/methodology/approach
The paper employs survey data from a diverse sample of 191 employees.
Findings
Abusive supervision is negatively associated with employee engagement. TPE moderates the negative relationship between abusive supervision and engagement (vigour and dedication components).

Research limitations/implications
The use of self-report measures in this cross-sectional study limits the generalisability of the findings and inferences of causality. Future studies should replicate this investigation among intact teams.
Practical implications
Interventions designed to build team effective team dynamics are accessible and fruitful approaches managers can use to counteract the destructive effects of abusive supervision.
Originality/value
Managers need to have multiple routes to address the challenges raised by prevalent abusive supervision. The study highlights that working to enhance team dynamics is a cogent strategy to deal with this destructive feature of many organisational contexts.
Original languageEnglish
JournalLeadership and Organizational Development Journal
Volume40
Issue number1
DOIs
Publication statusPublished - 2019

Fingerprint

Psychological empowerment
Moderating effect
Abusive supervision
Organizational context
Employee engagement
Survey data
Supervision
Causality
Managers
Damage
Employees
Inference
Cross-sectional studies
Design methodology
Self-report

Keywords

  • Abusive supervision
  • COWORKER SUPPORT
  • DESTRUCTIVE LEADERSHIP
  • EMOTIONAL EXHAUSTION
  • EMPLOYEE ENGAGEMENT
  • Engagement
  • JOB DEMANDS
  • MEDIATING ROLE
  • ORGANIZATIONAL RESEARCH
  • SELF-DETERMINATION
  • SOCIAL SUPPORT
  • Team psychological empowerment
  • WORK ENGAGEMENT

Cite this

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title = "The moderating effect of team psychological empowerment on the relationship between abusive supervision and engagement",
abstract = "PurposeManagers exert considerable effort to foster employee engagement given its positive organisational consequences. However abusive supervision, not uncommon in the organisational context, is said to damage hard-won gains in this arena. The purpose of this paper is to explore how the deleterious effects of abusive supervision on engagement can be attenuated. Specifically, the paper examines the moderating role of team psychological empowerment (TPE) in the negative relationship between abusive supervision and engagement.Design/methodology/approachThe paper employs survey data from a diverse sample of 191 employees.FindingsAbusive supervision is negatively associated with employee engagement. TPE moderates the negative relationship between abusive supervision and engagement (vigour and dedication components).Research limitations/implicationsThe use of self-report measures in this cross-sectional study limits the generalisability of the findings and inferences of causality. Future studies should replicate this investigation among intact teams.Practical implicationsInterventions designed to build team effective team dynamics are accessible and fruitful approaches managers can use to counteract the destructive effects of abusive supervision.Originality/valueManagers need to have multiple routes to address the challenges raised by prevalent abusive supervision. The study highlights that working to enhance team dynamics is a cogent strategy to deal with this destructive feature of many organisational contexts.",
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The moderating effect of team psychological empowerment on the relationship between abusive supervision and engagement. / Kirrane, Melrona; Kilroy, Steven; O' Connor, Clíodhna.

In: Leadership and Organizational Development Journal, Vol. 40, No. 1, 2019.

Research output: Contribution to journalArticleScientificpeer-review

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AU - Kilroy, Steven

AU - O' Connor, Clíodhna

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N2 - PurposeManagers exert considerable effort to foster employee engagement given its positive organisational consequences. However abusive supervision, not uncommon in the organisational context, is said to damage hard-won gains in this arena. The purpose of this paper is to explore how the deleterious effects of abusive supervision on engagement can be attenuated. Specifically, the paper examines the moderating role of team psychological empowerment (TPE) in the negative relationship between abusive supervision and engagement.Design/methodology/approachThe paper employs survey data from a diverse sample of 191 employees.FindingsAbusive supervision is negatively associated with employee engagement. TPE moderates the negative relationship between abusive supervision and engagement (vigour and dedication components).Research limitations/implicationsThe use of self-report measures in this cross-sectional study limits the generalisability of the findings and inferences of causality. Future studies should replicate this investigation among intact teams.Practical implicationsInterventions designed to build team effective team dynamics are accessible and fruitful approaches managers can use to counteract the destructive effects of abusive supervision.Originality/valueManagers need to have multiple routes to address the challenges raised by prevalent abusive supervision. The study highlights that working to enhance team dynamics is a cogent strategy to deal with this destructive feature of many organisational contexts.

AB - PurposeManagers exert considerable effort to foster employee engagement given its positive organisational consequences. However abusive supervision, not uncommon in the organisational context, is said to damage hard-won gains in this arena. The purpose of this paper is to explore how the deleterious effects of abusive supervision on engagement can be attenuated. Specifically, the paper examines the moderating role of team psychological empowerment (TPE) in the negative relationship between abusive supervision and engagement.Design/methodology/approachThe paper employs survey data from a diverse sample of 191 employees.FindingsAbusive supervision is negatively associated with employee engagement. TPE moderates the negative relationship between abusive supervision and engagement (vigour and dedication components).Research limitations/implicationsThe use of self-report measures in this cross-sectional study limits the generalisability of the findings and inferences of causality. Future studies should replicate this investigation among intact teams.Practical implicationsInterventions designed to build team effective team dynamics are accessible and fruitful approaches managers can use to counteract the destructive effects of abusive supervision.Originality/valueManagers need to have multiple routes to address the challenges raised by prevalent abusive supervision. The study highlights that working to enhance team dynamics is a cogent strategy to deal with this destructive feature of many organisational contexts.

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KW - WORK ENGAGEMENT

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