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“Abuser” or “Tough Love” Boss?: The moderating role of leader performance in shaping the labels employees use in response to abusive supervision

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  • Lount, Robert B.
  • Choi, Woohee
  • Tepper, Bennett J.

Abstract

We invoke leader categorization theory and labeling theory to examine the circumstances under which individuals come to perceive their managerial leaders as “abusers” or “tough love” bosses. In a field study, we show that leader performance moderates the relationship between a leader’s abusive supervision and the degree to which their followers label them as an abuser or a tough love leader. Heightened leader performance lowers the willingness to label the leader as an “abuser” while increasing one’s labeling the leader as a “tough love” boss. This study also documents that leader performance moderates the indirect effect between abusive supervision and upward hostility (through abuser labeling) and the indirect effect between abusive supervision and positive career expectations (through tough love labeling). In a follow-up experiment, we again document that leader performance moderates the relationship between abusive supervision and the degree to which followers label their leaders as an abuser. Additionally, we provide support for a moderated indirect effect on a range of negative behavioral outcomes directed toward the leader through abuser labeling. We discuss the studies’ implications for theory, future research, and practice pertaining to abusive supervision.

Suggested Citation

  • Lount, Robert B. & Choi, Woohee & Tepper, Bennett J., 2024. "“Abuser” or “Tough Love” Boss?: The moderating role of leader performance in shaping the labels employees use in response to abusive supervision," Organizational Behavior and Human Decision Processes, Elsevier, vol. 183(C).
    • Handle: RePEc:eee:jobhdp:v:183:y:2024:i:c:s0749597824000311
    DOI: 10.1016/j.obhdp.2024.104339
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    References listed on IDEAS

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    1. Tepper, Bennett J. & Carr, Jon C. & Breaux, Denise M. & Geider, Sharon & Hu, Changya & Hua, Wei, 2009. "Abusive supervision, intentions to quit, and employees' workplace deviance: A power/dependence analysis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 109(2), pages 156-167, July.
    2. Tripp, Thomas M. & Bies, Robert J. & Aquino, Karl, 2002. "Poetic justice or petty jealousy? The aesthetics of revenge," Organizational Behavior and Human Decision Processes, Elsevier, vol. 89(1), pages 966-984, September.
    3. Blake E. Ashforth & Ronald H. Humphrey, 1997. "The Ubiquity and Potency of Labeling in Organizations," Organization Science, INFORMS, vol. 8(1), pages 43-58, February.
    4. Fedor, Donald B. & Eder, Robert W. & Buckley, M. Ronald, 1989. "The contributory effects of supervisor intentions on subordinate feedback responses," Organizational Behavior and Human Decision Processes, Elsevier, vol. 44(3), pages 396-414, December.
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