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2.Organization related antecedents:
Duffy, Henle, and Lambert (2006) estimated that U.S. companies incur a tremendous annual cost of $23.8 billion as a result of abusive supervision’s negative influence on employees.
According to Tepper, pervisory abuse can lead to:
(Murari, 2013) and ( Liu, Liao & Loi, 2012)
Conclusion
Brown, M. E., & Mitchell, M. S. (2010). Ethical and Unethical Leadership: Exploring New Avenues for Future Research. Business Ethics Quarterly, 20(2), 583-616. Retrieved from http://www.jstor.org/stable/25763039
Liu, D., Liao, H., & Loi, R. (2012). The dark side of leadership: A three-level investigation of the cascading Effect of abusive supervision on employee Creativity. Academy of Management Journal,55(5), 1187-1212. Retrieved from http://leeds-faculty.colorado.edu/dahe7472/liu creativity 1187.full.pdf
Miao, Q., Newman, A., Yu, J., & Xu, L. (2013). The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects? Journal of Business Ethics, 116(3), 641-653.
Murari, K. (2013). Abusive leadership – a Barrier to Employee Empowerment. European Journal of Business and Management, 5(4), 8-21. Retrieved from http://pakacademicsearch.com/pdf-files/ech/517/8-21 Vol 5, No 4 (2013).pdf
Tepper, B. J., Simon, L., & Park, H. (2017). Abusive Supervision. Annual Review of Organizational Psychology and Organizational Behavior, 4, 123-152. Retrieved April 17, 2018, from https://doi.org/10.1146/annurev-orgpsych- 041015-062539.
Zhang, Y., & Bednall, T. (2016). Antecedents of Abusive Supervision: A meta-analytic review. Journal of Business Ethics,139, 455-471.
Zhang, Y., & Liao, Z. (2015). Consequences of abusive supervision: A meta-analytic review. Asia Pacific Journal of Management, 32, 959-987.
(Zhang, & Liao, 2015)
Ashforth (1994) explains that this type of leadership causes:
Starratt et al. (2010) stated that:
(Murari, 2013)
1.Supervisor related antecedents:
- High Supervisors' negative experiences
- High Supervisors' negative affect
- Low Ethical leadership
- Low Supportive leadership
- Low Supervisor Emotional Intelligence
- High Supervisor power
(Tepper, Simon & Park, 2017)
3.Subordinate related antecedents:
(Murari, 2013)
4. Demographic characteristics of supervisors and subordinates:
(Zhang, & Bednall, 2016)
(Murari, 2013)
Examples:
(Tepper, Simon & Park, 2017)
“subordinates’ perceptions of the extent to which supervisors engage in the sustained display of hostile (unlikable behavior) verbal and nonverbal behaviors, excluding physical contact”
Tepper (2000)
(Tepper, Simon & Park, 2017)
1- The effective implementations of ethical leadership and the reduction of unethical pro-organizational behaviors within organizations:
(Brown & Mitchell, 2010)
(Miao, Newman, Yu, & Xu, 2013)
(Brown & Mitchell, 2010)
Unethical
leadership
2- Refine the organizational values and integrate ethics into the core values.
3- Organizations should put more emphasis on training and developing the moral virtues of supervisors as well as employees to reduce UPB:
Unethical working environment
Negative effects
on organization
(Miao, Newman, Yu, & Xu, 2013)
(Brown & Mitchell, 2010)
Unethical leadership: Behaviors conducted and decisions made by organizational leaders that are illegal and/or violate moral standards, and those that impose processes and structures that promote unethical conduct by followers.
(Brown, & Mitchell, 2010)
- Self-regulation principles:
Self-regulation: Making certain yourself that you or your employees act according to the rules, rather than having this done by other people.
- Individual qualities of leaders and subordinates:
Leader with strong social dominance orientation were more likely to engage in unethical behavior, particularly when followers were more agreeable and/or high in right wing authoritarianism.
Authoritarianism: Demanding that people obey completely and refusing to allow them freedom to act as they wish.
(Brown, & Mitchell, 2010)
Alnaira Mehayer: 201406506
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