Investigating the effect of abusive supervision on work engagement through the role of employee creativity: the moderating effect of interpersonal communication competence

References

• Ahmad, J., M. R. Athar, R. I. Azam, M. R. W. W. Hamstra, and M. Hanif. 2019. “A Resource Perspective on Abusive Supervision and Extra-Role Behaviors: The Role of Subordinates’ Psychological Capital.” Journal of Leadership & Organizational Studies 26 (1): 73–86. doi:10.1177/1548051818767391.
   Web of Science ®Google Scholar
• Ahmad, I., and K. Begum. 2020. “Impact of Abusive Supervision on Intention to Leave: A Moderated Mediation Model of Organizational-Based Self Esteem and Emotional Exhaustion.” Asian Business & Management 19 (4): 379–406. doi:10.1057/s41291-020-00116-0.
   Google Scholar
• Akdere, M., and T. Egan. 2020. “Transformational Leadership and Human Resource Development: Linking Employee Learning, Job Satisfaction, and Organizational Performance.” Human Resource Development Quarterly 31 (4): 393–421. doi:10.1002/hrdq.21404.
   Web of Science ®Google Scholar
• Akram, Z., Y. Li, and U. Akram. 2019. “When Employees are Emotionally Exhausted Due to Abusive Supervision. A Conservation-Of-Resources Perspective.” International Journal of Environmental Research and Public Health 16 (18): 1–17. doi:10.3390/ijerph16183300.
   Web of Science ®Google Scholar
• Al-Hawari, M. A., S. Bani-Melhem, and S. Quratulain. 2020. “Do Frontline Employees Cope Effectively with Abusive Supervision and Customer Incivility? Testing the Effect of Employee Resilience.” Journal of Business and Psychology 35 (2): 223–240. doi:10.1007/s10869-019-09621-2.
   Web of Science ®Google Scholar
• Amabile, T. M., S. G. Barsade, J. S. Mueller, and B. M. Staw. 2005. “Affect and Creativity at Work.” Administrative Science Quarterly 50 (3): 367–403. doi:10.2189/asqu.2005.50.3.367.
   Web of Science ®Google Scholar
• Anders, S. L., and J. S. Tucker. 2000. “Adult Attachment Style, Interpersonal Communication Competence, and Social Support.” Personal Relationships 7 (4): 379–389. doi:10.1111/j.1475-6811.2000.tb00023.x.
   Web of Science ®Google Scholar
• Bakker, A. B. 2011. “An Evidence-Based Model of Work Engagement.” Current Directions in Psychological Science 20 (4): 265–269. doi:10.1177/0963721411414534.
   Web of Science ®Google Scholar
• Bakker, A. B., and E. Demerouti. 2008. “Towards a Model of Work Engagement.” Career Development International 13 (3): 209–223. doi:10.1108/13620430810870476.
   Google Scholar
• Bakker, A. B., P. Petrou, E. M. Op den Kamp, and M. Tims. 2020. “Proactive Vitality Management, Work Engagement, and Creativity: The Role of Goal Orientation.” Applied Psychology 69 (2): 351–378. doi:10.1111/apps.12173.
   Web of Science ®Google Scholar
• Bakker, A. B., W. B. Schaufeli, M. P. Leiter, and T. W. Taris. 2008. “Work Engagement: An Emerging Concept in Occupational Health Psychology.” Work and Stress 22 (3): 187–200. doi:10.1080/02678370802393649.
   Web of Science ®Google Scholar
• Barnes, C. M., L. Lucianetti, D. P. Bhave, and M. S. Christian. 2015. ““You Wouldn’t Like Me When I’m sleepy”: Leaders’ Sleep, Daily Abusive Supervision, and Work Unit Engagement.” Academy of Management Journal 58 (5): 1419–1437. doi:10.5465/amj.2013.1063.
   Web of Science ®Google Scholar
• Berger, C. R. 2005. “Interpersonal Communication: Theoretical Perspectives, Future Prospects.” Journal of Communication 55 (3): 415–447. doi:10.1111/j.1460-2466.2005.tb02680.x.
   Web of Science ®Google Scholar
• Berger, C. R., and M. E. Roloff. 2019. “Interpersonal Communication.” In An Integrated Approach to Communication Theory and Research, 277–292. Routledge. doi:10.4324/9780203710753-24.
   Google Scholar
• Bormann, K. C. 2017. “Linking Daily Ethical Leadership to followers’ Daily Behaviour: The Roles of Daily Work Engagement and Previous Abusive Supervision.” European Journal of Work and Organizational Psychology 26 (4): 590–600. doi:10.1080/1359432X.2017.1331217.
   Web of Science ®Google Scholar
• Bradler, C., R. Dur, S. Neckermann, and A. Non. 2016. “Employee Recognition and Performance: A Field Experiment.” Management Science 62 (11): 3085–3099. doi:10.1287/mnsc.2015.2291.
   Web of Science ®Google Scholar
• Brislin, R. W. 1970. “Back-Translation for Cross-Cultural Research.” Journal of Cross-Cultural Psychology 1 (3): 185–216. doi:10.1177/135910457000100301.
   Web of Science ®Google Scholar
• Camps, J., J. Stouten, M. Euwema, and D. De Cremer. 2020. “Abusive Supervision as a Response to Follower Hostility: A Moderated Mediation Model.” Journal of Business Ethics 164 (3): 495–514. doi:10.1007/s10551-018-4058-0.
   Web of Science ®Google Scholar
• Chi, S. C. S., and S. G. Liang. 2013. “When Do subordinates’ Emotion-Regulation Strategies Matter? Abusive Supervision, subordinates’ Emotional Exhaustion, and Work Withdrawal.” The Leadership Quarterly 24 (1): 125–137. doi:10.1016/j.leaqua.2012.08.006.
   Web of Science ®Google Scholar
• Choi, W. S., S. W. Kang, and S. B. Choi. 2022. “Creativity in the South Korean Workplace: Procedural Justice, Abusive Supervision, and Competence.” International Journal of Environmental Research and Public Health 19 (1): 1–16. doi:10.3390/ijerph19010500.
   Web of Science ®Google Scholar
• Choi, W., S. L. Kim, and S. Yun. 2019. “A Social Exchange Perspective of Abusive Supervision and Knowledge Sharing: Investigating the Moderating Effects of Psychological Contract Fulfillment and Self-Enhancement Motive.” Journal of Business and Psychology 34 (3): 305–319. doi:10.1007/s10869-018-9542-0.
   Web of Science ®Google Scholar
• Choi, S. B., T. B. H. Tran, and B. I. Park. 2015. “Inclusive Leadership and Work Engagement: Mediating Roles of Affective Organizational Commitment and Creativity.” Social Behavior and Personality: An International Journal 43 (6): 931–943. doi:10.2224/sbp.2015.43.6.931.
   Web of Science ®Google Scholar
• Collin, K., S. Lemmetty, and E. Riivari. 2020. “Human Resource Development Practices Supporting Creativity in Finnish Growth Organizations.” International Journal of Training and Development 24 (4): 321–336. doi:10.1111/ijtd.12199.
   Web of Science ®Google Scholar
• Decoster, S., J. Stouten, and T. M. Tripp. 2019. “When Employees Retaliate Against Self-Serving Leaders: The Influence of the Ethical Climate.” Journal of Business Ethics 168 (1): 0123456789. doi:https://doi.org/10.1007/s10551-019-04218-4.
   Web of Science ®Google Scholar
• Demirkasimoglu, N. 2018. “The Role of Abusive Supervision in Predicting teachers’ Withdrawal and Revenge Responses.” Cultura y Educacion 30 (4): 693–729. doi:10.1080/11356405.2018.1519904.
   Web of Science ®Google Scholar
• Dirani, K. M., M. Abadi, A. Alizadeh, B. Barhate, R. C. Garza, N. Gunasekara., and G. Ibrahim, Z. Majzun. 2020. “Leadership Competencies and the Essential Role of Human Resource Development in Times of Crisis: A Response to COVID-19 Pandemic.” Human Resource Development International 23 (4): 380–394. doi:10.1080/13678868.2020.1780078.
   Web of Science ®Google Scholar
• Farmer, S. M., P. Tierney, and K. Kung-Mcintyre. 2003. “Employee Creativity in Taiwan: An Application of Role Identity Theory.” Academy of Management Journal 46 (5): 618–630. doi:10.2307/30040653.
   Web of Science ®Google Scholar
• Farndale, E., Z. Metto, and S. Nakhle. 2020. “Human Resource Management Systems and Work Engagement: Exploring the Impact of Employee Paternalistic Values.” Management Revue 31 (4): 489–509. doi:10.5771/0935-9915-2020-4-489.
   Web of Science ®Google Scholar
• Fischer, T., A. W. Tian, A. Lee, and D. J. Hughes. 2021. “Abusive Supervision: A Systematic Review and Fundamental Rethink.” The Leadership Quarterly 32 (6): 101540. doi:10.1016/J.LEAQUA.2021.101540.
   Web of Science ®Google Scholar
• Fodor, E. M., and K. D. Greenier. 1995. “The Power Motive, Self-Affect, and Creativity.” Journal of Research in Personality 29 (2): 242–252. doi:https://doi.org/10.1006/jrpe.1995.1014.
   Web of Science ®Google Scholar
• Gummer, B. 2001. “Abusive Supervisors, Competent Workers, and (White) Friends in High Places: Current Perspectives on the Work Environment.” Administration in Social Work 25 (1): 87–106. doi:10.1300/J147v25n01_08.
   Web of Science ®Google Scholar
• Günsoy, C. 2019. “Rude Bosses versus Rude Subordinates: How We Respond to Them Depends on Our Cultural Background.” International Journal of Conflict Management 31 (2): 175–199. doi:10.1108/IJCMA-01-2019-0012.
   Web of Science ®Google Scholar
• Guo, L., H. Zhao, K. Cheng, and J. Luo. 2020. “The Relationship Between Abusive Supervision and Unethical Pro-Organizational Behavior: Linear or Curvilinear?” Leadership & Organization Development Journal 41 (3): 369–381. doi:10.1108/LODJ-05-2019-0214.
   Web of Science ®Google Scholar
• Gu, J., J. Song, and J. Wu. 2016. “Abusive Supervision and Employee Creativity in China.” Leadership & Organization Development Journal 37 (8): 1187–1204. doi:10.1108/LODJ-02-2015-0021.
   Web of Science ®Google Scholar
• Harvey, P., J. Stoner, W. Hochwarter, and C. Kacmar. 2007. “Coping with Abusive Supervision: The Neutralizing Effects of Ingratiation and Positive Affect on Negative Employee Outcomes.” The Leadership Quarterly 18 (3): 264–280. doi:10.1016/j.leaqua.2007.03.008.
   Web of Science ®Google Scholar
• Hayes, A. F. 2013. “Introduction to Mediation, Moderation, and Conditional Process Analysis”. In The Guildford Press, New York. 978-1-60918-230-4
   Google Scholar
• Hayes, A. F., A. K. Montoya, and N. J. Rockwood. 2017. “The Analysis of Mechanisms and Their Contingencies: PROCESS versus Structural Equation Modeling.” Australasian Marketing Journal 25 (1): 76–81. doi:10.1016/j.ausmj.2017.02.001.
   Web of Science ®Google Scholar
• Hobfoll, S. E. 1989. “Conservation of Resources: A New Attempt at Conceptualizing Stress.” The American Psychologist 44 (3): 513–524. doi:10.1037/0003-066X.44.3.513.
   PubMed Web of Science ®Google Scholar
• Hobfoll, S. E. 2001. “The Influence of Culture, Community, and the Nested-Self in the Stress Process: Advancing Conservation of Resources Theory.” Applied Psychology 50 (3): 337–421. doi:10.1111/1464-0597.00062.
   Web of Science ®Google Scholar
• Hobfoll, S. E., J. Halbesleben, J. -P. Neveu, and M. Westman. 2018. “Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences.” Annual Review of Organizational Psychology and Organizational Behavior 5 (1): 103–128. doi:10.1146/annurev-orgpsych-032117-104640.
   Google Scholar
• Hofstede, G. 1983. “National Cultures Revisited.” Behavior Science Research 18 (4): 285–305. doi:10.1177/106939718301800403.
   Google Scholar
• Hornstein, H. A. 2013. “Boss Abuse and Subordinate Payback.” The Journal of Applied Behavioral Science 52 (2): 231–239. doi:10.1177/0021886316636308.
   Google Scholar
• Huang, J. L., N. A. Bowling, M. Liu, and Y. Li. 2015. “Detecting Insufficient Effort Responding with an Infrequency Scale: Evaluating Validity and Participant Reactions.” Journal of Business and Psychology 30 (2): 299–311. doi:10.1007/s10869-014-9357-6.
   Web of Science ®Google Scholar
• Huang, L., T. A. Paterson, and S. Wang. 2022. “Identity-Consistent Self-Image Maintenance Following Leader Abuse: Integrating Self-Presentation and Self-Concept Orientation Perspectives.” Journal of Management 014920632211327. doi:10.1177/01492063221132794.
   Web of Science ®Google Scholar
• Huh, E., and E. S. Lee. 2022. “Can Abusive Supervision Create Positive Work Engagement? The Interactive Moderating Role of Positive Causal Attribution and Workplace Friendship.” Management Decision 60 (3): 531–549. doi:10.1108/MD-10-2020-1356.
   Web of Science ®Google Scholar
• Jaiswal, P., and K. T. Bhal. 2014. “Behavioural Flexibility: The Use of Upward Impression Management Tactics by Subordinates for Good Performance Rating from Leader and Impact of Organizational & Leader’s Machiavellianism.” Global Journal of Flexible Systems Management 15 (4): 313–326. doi:10.1007/s40171-014-0077-6.
   Google Scholar
• Javed, B., T. Fatima, R. M. Yasin, S. Jahanzeb, and M. Y. A. A. Rawwas. 2019. “Impact of Abusive Supervision on Deviant Work Behavior: The Role of Islamic Work Ethic.” Business Ethics 28 (2): 221–233. doi:10.1111/beer.12212.
   Web of Science ®Google Scholar
• Jiang, W., and Q. Gu. 2016. “How Abusive Supervision and Abusive Supervisory Climate Influence Salesperson Creativity and Sales Team Effectiveness in China.” Management Decision 54 (2): 455–475. doi:10.1108/MD-07-2015-0302.
   Web of Science ®Google Scholar
• Jiang, W., Q. Gu, and T. L. P. Tang. 2019. “Do Victims of Supervisor Bullying Suffer from Poor Creativity? Social Cognitive and Social Comparison Perspectives.” Journal of Business Ethics 157 (3): 865–884. doi:10.1007/s10551-017-3660-x.
   Web of Science ®Google Scholar
• Kernan, M. C., S. Watson, F. F. Chen, and T. G. Kim. 2011. “How Cultural Values Affect the Impact of Abusive Supervision on Worker Attitudes.” Cross Cultural Management 18 (4): 464–484. doi:10.1108/13527601111179528.
   Web of Science ®Google Scholar
• Kim, K. Y., L. Atwater, Z. Latheef, and D. Zheng. 2019. “Three Motives for Abusive Supervision: The Mitigating Effect of Subordinates Attributed Motives on Abusive Supervision’s Negative Outcomes.” Journal of Leadership & Organizational Studies 26 (4): 476–494. doi:10.1177/1548051818781816.
   Web of Science ®Google Scholar
• Kim, T. Y., and D. L. Shapiro. 2008. “Retaliation Against Supervisory Mistreatment: Negative Emotion, Group Membership, and Cross-Cultural Difference.” International Journal of Conflict Management 19 (4): 339–358. doi:10.1108/10444060810909293.
   Web of Science ®Google Scholar
• Kirrane, M., S. Kilroy, and C. O’connor. 2019. “The Moderating Effect of Team Psychological Empowerment on the Relationship Between Abusive Supervision and Engagement.” Leadership & Organization Development Journal 40 (1): 31–44. doi:10.1108/LODJ-07-2018-0252.
   Web of Science ®Google Scholar
• Kluemper, D. H., K. W. Mossholder, D. Ispas, M. N. Bing, D. Iliescu, and A. Ilie. 2019. “When Core Self-Evaluations Influence Employees’ Deviant Reactions to Abusive Supervision: The Moderating Role of Cognitive Ability.” Journal of Business Ethics 159 (2): 435–453. doi:10.1007/s10551-018-3800-y.
   Web of Science ®Google Scholar
• Krauss, R. M., and S. R. Fussell. 2012. “Social Psychology Models of Interpersonal Communication.” Models of Interpersonal Communication 39762 (601): 183.
   Google Scholar
• Lee, S., G. Byun, and S. Kim. 2021. “Effects of coworkers’ Helping Behavior on employees’ Knowledge Sharing and Creativity: The Moderating Role of Interactional Justice.” International Journal of Environmental Research and Public Health 18 (24): 13302. 24. doi:https://doi.org/10.3390/ijerph182413302.
   PubMed Web of Science ®Google Scholar
• Lee, M. C. C., M. A. Idris, and M. Tuckey. 2019. “Supervisory Coaching and Performance Feedback as Mediators of the Relationships Between Leadership Styles, Work Engagement, and Turnover Intention.” Human Resource Development International 22 (3): 257–282. doi:10.1080/13678868.2018.1530170.
   Web of Science ®Google Scholar
• Lee, S., S. Yun, and A. Srivastava. 2013. “Evidence for a Curvilinear Relationship Between Abusive Supervision and Creativity in South Korea.” The Leadership Quarterly 24 (5): 724–731. doi:10.1016/j.leaqua.2013.07.002.
   Web of Science ®Google Scholar
• Lian, H., D. L. Ferris, and D. J. Brown. 2012. “Does Power Distance Exacerbate or Mitigate the Effects of Abusive Supervision? It Depends on the Outcome.” The Journal of Applied Psychology 97 (1): 107–123. doi:10.1037/a0024610.
   PubMed Web of Science ®Google Scholar
• Liao, Z., H. W. Lee, R. E. Johnson, Z. Song, and Y. Liu. 2020. “Seeing from a Short-Term Perspective: When and Why Daily Abusive Supervisor Behavior Yields Functional and Dysfunctional Consequences.” The Journal of Applied Psychology 44 (8): 1689–1699. doi:10.1037/apl0000508.
   Google Scholar
• Lin, W., L. Wang, and S. Chen. 2013. “Abusive Supervision and Employee Well-Being: The Moderating Effect of Power Distance Orientation.” Applied Psychology 62 (2): 308–329. doi:10.1111/j.1464-0597.2012.00520.x.
   Web of Science ®Google Scholar
• Li, X., J. Qian, Z. R. Han, and Z. Jin. 2016. “Coping with Abusive Supervision: The Neutralizing Effects of Perceived Organizational Support and Political Skill on Employees’ Burnout.” Current Psychology 35 (1): 77–82. doi:10.1007/s12144-015-9363-5.
   Web of Science ®Google Scholar
• Liu, C., J. Yang, J. Liu, and L. Zhu. 2018. “The Effect of Abusive Supervision on Employee Deviant Behaviors: An Identity-Based Perspective.” The International Journal of Human Resource Management PG-1-31: 1–31. doi:10.1080/09585192.2018.1511613.
   Google Scholar
• Liu, W., P. Zhang, J. Liao, P. Hao, and J. Mao. 2016. “Abusive Supervision and Employee Creativity.” Management Decision 54 (1): 130–147. doi:10.1108/MD-09-2013-0443.
   Web of Science ®Google Scholar
• Mackey, J. D., B. Parker Ellen, C. P. McAllister, and K. C. Alexander. 2021. “The Dark Side of Leadership: A Systematic Literature Review and Meta-Analysis of Destructive Leadership Research.” Journal of Business Research 132 (8): 705–718. doi:10.1016/j.jbusres.2020.10.037.
   Google Scholar
• Martin, M. M., and M. M. Martin. 1994. “Development of a Measure of Interpersonal Communication Competence.” Communication Research Reports 11 (1): 33–44. doi:https://doi.org/10.1080/08824099409359938.
   Google Scholar
• Meglich, P., S. Valentine, and D. Eesley. 2019. “Perceptions of Supervisor Competence, Perceived Employee Mobility, and Abusive Supervision: Human Capital and Personnel Investments as Means for Reducing Maltreatment in the Workplace.” Personnel Review 48 (3): 691–706. doi:10.1108/PR-08-2017-0239.
   Web of Science ®Google Scholar
• Neves, P. 2014. “Taking It Out on Survivors: Submissive Employees, Downsizing, and Abusive Supervision.” Journal of Occupational and Organizational Psychology 87 (3): 507–534. doi:10.1111/joop.12061.
   Web of Science ®Google Scholar
• Organ, D. W. 1997. “Organizational Citizenship Behavior: It’s Construct Clean-Up Time.” Human Performance 10 (2): 85–97. doi:10.1207/s15327043hup1002_2.
   Web of Science ®Google Scholar
• Peltokorpi, V. 2019. “Abusive Supervision and Emotional Exhaustion: The Moderating Role of Power Distance Orientation and the Mediating Role of Interaction Avoidance.” Asia Pacific Journal of Human Resources 57 (3): 251–275. doi:10.1111/1744-7941.12188.
   Web of Science ®Google Scholar
• Peng, A. C., J. M. Schaubroeck, and Y. Li. 2014. “Social Exchange Implications of Own and coworkers’ Experiences of Supervisory Abuse.” Academy of Management Journal 57 (5): 1385–1405. doi:10.5465/amj.2012.0080.
   Web of Science ®Google Scholar
• Podsakoff, P. M., S. B. MacKenzie, J. -Y. Lee, and N. P. Podsakoff. 2003. “Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies.” The Journal of Applied Psychology 88 (5): 879–903. doi:10.1037/0021-9010.88.5.879.
   PubMed Web of Science ®Google Scholar
• Pradhan, S., and L. K. Jena. 2017. “Effect of Abusive Supervision on Employee’s Intention to Quit and the Neutralizing Role of Meaningful Work in Indian IT Organizations.” International Journal of Organizational Analysis 25 (5): 825–838. doi:10.1108/IJOA-01-2017-1107.
   Web of Science ®Google Scholar
• Pradhan, S., A. Srivastava, and L. K. Jena. 2019. “Abusive Supervision and Intention to Quit: Exploring Multi-Mediational Approaches.” Personnel Review 49 (6): 1269–1286. doi:10.1108/PR-12-2018-0496.
   Web of Science ®Google Scholar
• Pradhan, S., A. Srivastava, and D. K. Mishra. 2019. “Abusive Supervision and Knowledge Hiding: The Mediating Role of Psychological Contract Violation and Supervisor Directed Aggression.” Journal of Knowledge Management 24 (2): 216–234. doi:10.1108/JKM-05-2019-0248.
   Web of Science ®Google Scholar
• Priesemuth, M., M. Schminke, M. Ambrose, and R. Folger. 2014. “Abusive Supervision Climate: A Multiple-Mediation.” Academy of Management Journal 57 (5): 1513–1534. doi:10.5465/amj.2011.0237.
   Web of Science ®Google Scholar
• Pugar, D. H., and E. Parahyanti. 2018. “Correlation Between Transformational Leadership, Psychological Capital and Work Engagement”. In Proceedings of the Universitas Indonesia International Psychology Symposium for Undergraduate Research (UIPSUR 2017), Vol. Vol. 139, Paris, France: Atlantis Press 75–79. Uipsur 2017. 10.2991/uipsur-17.2018.12.
   Google Scholar
• Qian, J., H. H. Wang, Z. R. Han, J. Wang, and H. H. Wang. 2015. “Mental Health Risks Among Nurses Under Abusive Supervision: The Moderating Roles of Job Role Ambiguity and patients’ Lack of Reciprocity.” International Journal of Mental Health Systems 9 (1): 22. doi:10.1186/s13033-015-0014-x.
   PubMed Web of Science ®Google Scholar
• Qiao, Y., Z. Zhang, and M. Jia. 2021. “Their Pain, Our Pleasure: How and When Peer Abusive Supervision Leads to Third Parties’ Schadenfreude and Work Engagement.” Journal of Business Ethics 169 (4): 695–711. doi:10.1007/s10551-019-04315-4.
   Web of Science ®Google Scholar
• Qin, X., M. Huang, R. E. Johnson, Q. Hu, and D. Ju. 2018. “The Short-Lived Benefits of Abusive Supervisory Behavior for Actors: An Investigation of Recovery and Work Engagement.” Academy of Management Journal 61 (5): 1951–1975. doi:10.5465/amj.2016.1325.
   Web of Science ®Google Scholar
• Query, J. L., and A. C. James. 1989. “The Relationship Between Interpersonal Communication Competence and Social Support Among Elderly Support Groups in Retirement Communities.” Health Communication 1 (3): 165–184. doi:10.1207/s15327027hc0103_3.
   Google Scholar
• Rubin, R. B., and M. M. Martin. 1994. “Development_of_a_measure_of_interpersona.pdf.” Communication Research Reports 11 (1): 22–44. doi:10.1080/08824099409359938.
   Google Scholar
• Samian, C. D. Riantoputra, and A. Budihardjo. 2021. “Why employees endorse abusive leaders: the role of trust.” Human Resource Development International 24 (2): 133–150. doi:10.1080/13678868.2020.1810475.
   Web of Science ®Google Scholar
• Schaubroeck, J., F. O. Walumbwa, D. C. Ganster, and S. Kepes. 2007. “Destructive leader traits and the neutralizing influence of an “enriched” job.” The leadership quarterly 18 (3): 236–251. doi:10.1016/j.leaqua.2007.03.006.
   Web of Science ®Google Scholar
• Schaufeli, W. B., and A. B. Bakker. 2004. “Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study.” Journal of organizational behavior 25 (3): 293–315. doi:10.1002/job.248.
   Web of Science ®Google Scholar
• Schaufeli, W. B., A. B. Bakker, and M. Salanova. 2006. “The measurement of work engagement with a short questionnaire: A cross-national study.” Educational and psychological measurement 66 (4): 701–716. doi:10.1177/0013164405282471.
   Web of Science ®Google Scholar
• Scheuer, M. L., J. P. Burton, L. K. Barber, L. M. Finkelstein, and C. P. Parker. 2016. “Linking Abusive Supervision to Employee Engagement and Exhaustion.” Organization Management Journal 13 (3): 138–147. doi:10.1080/15416518.2016.1214063.
   Google Scholar
• Schultz, C. M. 2021. “The relationship between self-leadership, the future of human resource management, and work engagement.” SA Journal of Human Resource Management 19: 1–13. doi:10.4102/sajhrm.v19i0.1701.
   Web of Science ®Google Scholar
• Shen, C., J. Yang, and S. Hu. 2020. “Combined Effect of Abusive Supervision and Abusive Supervision Climate on Employee Creativity: A Moderated Mediation Model.” Frontiers in psychology 11 (PG–1175): 1175. doi:10.3389/fpsyg.2020.01175.
   PubMedGoogle Scholar
• Shin, S. J., I. Jeong, and J. Bae. 2018. “Do high-involvement HRM practices matter for worker creativity? a cross-level approach.” The International Journal of Human Resource Management 29 (2): 260–285. doi:10.1080/09585192.2015.1137612.
   Web of Science ®Google Scholar
• Somers, M. J. 2022. “Reciprocity in Leader and Follower Behavior Among Federal Employees : Test of a Nonrecursive Model.” Public Administration Quarterly 46 (1): 23–38. doi:10.37808/paq.46.1.2.
   Google Scholar
• Spain, S. M., P. D. Harms, and D. Wood. 2016. “Stress, Well-Being, and the Dark Side of Leadership.” In Research in Occupational Stress and Well Being, Vol. 14, Binghamton: Emerald Group Publishing Ltd 33–59. doi:10.1108/S1479-355520160000014002.
   Google Scholar
• Tan, L., Z. Ma, J. Huang, and G. Guo. 2021. “Peer abusive supervision and third-party employee creativity from a social exchange theory perspective.” Social behavior and personality 49 (5): e9641. doi:10.2224/sbp.9641.
   Web of Science ®Google Scholar
• Tepper, B. J. 2000. “Consequences of abusive supervision.” Academy of management Journal 43 (2): 178–190. doi:10.2307/1556375.
   Web of Science ®Google Scholar
• Tepper, B. 2007. “Abusive supervision in work organizations: Review, synthesis, and research agenda.” Journal of Management 33 (3): 261–289. doi:10.1177/0149206307300812.
   Web of Science ®Google Scholar
• Tepper, B. J., S. E. Moss, D. E. Lockhart, and J. C. Carr. 2007. “Abusive supervision, upward maintenance communication, and subordinates’ psychological distress.” Academy of management Journal 50 (5): 1169–1180. doi:10.2307/20159918.
   Web of Science ®Google Scholar
• Tims, M., A. B. Bakker, and D. Xanthopoulou. 2011. “Do transformational leaders enhance their followers’ daily work engagement?.” The leadership quarterly 22 (1): 121–131. doi:10.1016/j.leaqua.2010.12.011.
   Web of Science ®Google Scholar
• Vogel, R. M., and M. C. Bolino. 2020. “Recurring Nightmares and Silver Linings: Understanding How Past Abusive Supervision May Lead to Posttraumatic Stress and Posttraumatic Growth.” Academy of Management Review 45 (3): 549–569. doi:10.5465/amr.2017.0350.
   Web of Science ®Google Scholar
• Wisse, B., and E. Sleebos. 2016. “When the dark ones gain power: Perceived position power strengthens the effect of supervisor Machiavellianism on abusive supervision in work teams.” Personality and individual differences 99 (PG–122–126): 122–126. doi:10.1016/j.paid.2016.05.019.
   Google Scholar
• Wu, T. Y., H. Changya, C. Hu, and H. Changya. 2009. “Abusive supervision and employee emotional exhaustion: Dispositional antecedents and boundaries.” Group & Organization Management 34 (2): 143–169. doi:10.1177/1059601108331217.
   Web of Science ®Google Scholar
• Wu, T. Y., C. Hu, and C. C. Yang. 2013. “Abusive supervision and workload demands from supervisors: Exploring two types of supervisor-related stressors and their association with strain.” Stress and Health 29 (3): 190–198. doi:10.1002/smi.2440.
   PubMed Web of Science ®Google Scholar
• Xu, A. J., R. Loi, and L. W. Lam. 2015. “The bad boss takes it all: How abusive supervision and leader-member exchange interact to influence employee silence.” The leadership quarterly 26 (5): 763–774. doi:10.1016/j.leaqua.2015.03.002.
   Web of Science ®Google Scholar
• Yagil, D., H. Ben-Zur, and I. Tamir. 2011. “Do Employees Cope Effectively With Abusive Supervision at Work? An Exploratory Study.” International journal of stress management 18 (1): 5–23. doi:10.1037/a0020548.
   Web of Science ®Google Scholar
• Yang, G. 2021. “Leader positive humor and employee creativity: The mediating role of work engagement.” Social behavior and personality 49 (7): 1–9. doi:10.2224/sbp.10215.
   Web of Science ®Google Scholar
• Yuan, X., Y. Xu, and Y. Li. 2020. “Resource Depletion Perspective on the Link Between Abusive Supervision and Safety Behaviors.” Journal of Business Ethics 162 (1): 213–228. doi:10.1007/s10551-018-3983-2.
   Web of Science ®Google Scholar
• Yu, Y., S. Xu, G. Li, and H. Kong. 2020. “A systematic review of research on abusive supervision in hospitality and tourism.” International Journal of Contemporary Hospitality Management 32 (7): 2473–2496. doi:10.1108/IJCHM-12-2019-1004.
   Web of Science ®Google Scholar
• Zhang, Y., X. Liu, S. Xu, L. Q. Yang, and T. C. Bednall. 2019. “Why Abusive Supervision Impacts Employee OCB and CWB: A Meta-Analytic Review of Competing Mediating Mechanisms.” Journal of Management 45 (6): 2474–2497. doi:10.1177/0149206318823935.
   Web of Science ®Google Scholar
• Zhang, L., Y. Zhang, M. Dallas, S. Xu, and J. Hu. 2018. “How perceived empowerment HR practices influence work engagement in social enterprises – a moderated mediation model.” The International Journal of Human Resource Management 29 (20): 2971–2999. doi:10.1080/09585192.2018.1479874.
   Web of Science ®Google Scholar
• Zhou, B., A. Marchand, and S. Guay. 2018. “Gender differences on mental health, work-family conflicts and alcohol use in response to abusive supervision.” Revista de Psicologia Del Trabajo y de Las Organizaciones 34 (3): 157–167. doi:10.5093/jwop2018a18.
   Web of Science ®Google Scholar