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Supervisor undermining and submissive behavior: Shame resilience theory perspective

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  • Fatima, Tasneem
  • Majeed, Mehwish
  • Jahanzeb, Sadia

Abstract

This study investigates the underlying mechanism between supervisor undermining and employee submissive behavior by proposing and testing a serial mediation moderation model. We suggest shame and selfcriticism as an explanatory mechanism between supervisor undermining and submissive behavior, and employee resilience as a coping mechanism between feelings of shame and self-criticism. We employed Shame Resilience Theory to explain the proposed model that states how supervisor undermining triggers shame among victim subordinates, which turns into self-criticism and ultimately manifests as submissive behaviors. We tested our proposed model on 251 responses from service sector employees in a time-lagged (four intervals) design. We examined different alternative models to test the serial mediation model. The results proved that supervisor undermining leads to employee submissive behavior and shame, and self-criticism serially mediates this relationship. The moderation hypothesis was also proved. Limitations and future research directions along with theoretical and practical implications are given at the end.

Suggested Citation

  • Fatima, Tasneem & Majeed, Mehwish & Jahanzeb, Sadia, 2020. "Supervisor undermining and submissive behavior: Shame resilience theory perspective," European Management Journal, Elsevier, vol. 38(1), pages 191-203.
    • Handle: RePEc:eee:eurman:v:38:y:2020:i:1:p:191-203
    DOI: 10.1016/j.emj.2019.07.003
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    References listed on IDEAS

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    1. Karl Widerquist, 2018. "The Bottom Line," Exploring the Basic Income Guarantee, in: A Critical Analysis of Basic Income Experiments for Researchers, Policymakers, and Citizens, chapter 0, pages 93-98, Palgrave Macmillan.
    2. Steven A. Murphy & Sandra Kiffin-Petersen, 2017. "The Exposed Self: A Multilevel Model of Shame and Ethical Behavior," Journal of Business Ethics, Springer, vol. 141(4), pages 657-675, April.
    3. Duffy, Michelle K. & Ganster, Daniel C. & Shaw, Jason D. & Johnson, Jonathan L. & Pagon, Milan, 2006. "The social context of undermining behavior at work," Organizational Behavior and Human Decision Processes, Elsevier, vol. 101(1), pages 105-126, September.
    4. Mengying Wu & Zhenglong Peng & Christophe Estay, 2018. "How Role Stress Mediates the Relationship Between Destructive Leadership and Employee Silence: The Moderating Role of Job Complexity," Post-Print hal-02946536, HAL.
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    Cited by:

    1. Tasneem Fatima & Ifrah Jameel & Rabia Mushtaq, 2023. "How careerists use LMX as a strategy to achieve power and career success? A moderated mediation model," Eurasian Business Review, Springer;Eurasia Business and Economics Society, vol. 13(4), pages 957-976, December.
    2. Dhanakorn Mulaphong, 2023. "Social Undermining in Public Sector Organizations: Examining its Effects on Employees’ Work Attitudes, Behaviors, and Performance," Public Organization Review, Springer, vol. 23(3), pages 1229-1248, September.

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