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Although studies have verified the beneficial effects of individual mindfulness in the workplace, the knowledge of how leader mindfulness crosses over to team members' interpersonal behavior via affective-related mechanisms as well as when leader mindfulness is ineffective remains limited. Based on motivated empathy theory and the mindfulness literature, this research develops a model in which leader mindfulness enhances leader empathic concern, thereby improving team members' empathic concern and, in turn, increasing their interpersonal organizational citizenship behavior and decreasing their interpersonal counterproductive work behavior. When workplace hindrance stressors within a team are lower (vs higher), the effect of leader mindfulness on leader empathic concern becomes ineffective. We tested this model using two studies: (1) a quasi-field experiment in which 72 front-line leaders were assigned to either a mindfulness intervention condition or a waitlist control condition and (2) a three-wave, time-lagged survey using a sample of 84 leaders and 697 members. Both studies provide consistent support for our hypotheses. [ABSTRACT FROM AUTHOR]

Although there are numerous benefits associated with organizational citizenship behaviors (OCBs), recent research has shown that they can have both benefits and costs for the well-being of employees engaging in these behaviors. Thus, it is crucial to understand how and why OCBs can have positive and negative impacts on well-being in order to mitigate unintended consequences associated with these otherwise positive behaviors. Drawing on social exchange and conservation of resources theories, we argue that change in OCBs that subordinates direct toward their supervisors correspond with changes in supervisor consideration and initiating structure behaviors, as rated by subordinates. In turn, subordinate perceptions of supervisor behaviors have important implications for subordinate well-being (i.e. job satisfaction, life satisfaction, and emotional exhaustion). Using a longitudinal design and a sample of 205 students, we found that supervisor consideration and initiating structure in response to receiving OCBs from subordinates explains the benefits and costs that arise from engaging in OCBs over time. [ABSTRACT FROM AUTHOR]

A large body of research has documented the ill effects of abusive supervision. However, this begs the question of why these behaviors continue to occur. To address this question, we contend that scholars need to understand how leaders—the perpetrators of these actions—make sense of abusive supervision. Specifically, drawing upon theories of appraisal and attribution, this paper examines leaders' cognitions of who is accountable for incidents of abusive supervision (i.e., the leader or the subordinate) and their future expectations (i.e., are individuals likely to engage in the same behaviors subsequently or are capable of change) and how these appraisals interact to shape emotional reactions. We conducted three complementary studies: a pilot study to identify relevant emotions, an event‐based experience sampling study (Study 1), and a retrospective recall study (Study 2). Accountability appraisals were associated with emotions, such that appraisals that oneself (vs. one's subordinate) was more responsible for the incident were linked to higher levels of guilt and shame. Although growth mindset moderated associations between accountability appraisals and emotions, it did so for different emotions across the two studies (i.e., hostility in Study 1 and shame in Study 2). Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Summary: Why and when does team mindfulness help to reduce team relationship conflict? To answer this question, we develop and test a theoretical model that builds on Deutsch's theory of cooperation and competition. A two‐wave time‐lagged survey was conducted with 68 teams in an airline food service company located in China. The results showed that team mindfulness was negatively related to team relationship conflict via an increased cooperative conflict approach and a decreased competitive conflict approach. Further, high team job demands were shown to weaken the positive direct effect of team mindfulness on a cooperative conflict approach, as well as the indirect effect of team mindfulness on team relationship conflict via a cooperative approach. Theoretical contributions and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Abusive supervision research demonstrates that subordinates often engage in deviance following abuse despite the negative consequences of doing so. Drawing on moral licensing theory, we propose that the relationship between abusive supervision and deviance is moderated by the extent to which subordinates perform positive voluntary work behaviors. We further suggest that moral disengagement moderates this moral licensing effect and that this relationship will hold when controlling for social exchange principles. In Study 1, we found that the relationship between abusive supervision and organizational deviance was strengthened by high organizational citizenship behavior (OCB) and was not significant at low levels of OCB. In Study 2, we found that the moral licensing effect was strengthened in individuals with a propensity to morally disengage, even when controlling for negative reciprocity beliefs and social exchange orientation. Implications for moral licensing and abusive supervision research are discussed. [ABSTRACT FROM AUTHOR]

There are conflicting perspectives on whether subordinates will or will not aggress against an abusive supervisor. To address this paradox we develop a self-control model of retaliatory behavior, wherein subordinates' self-control capacity and motivation to self-control influence emotional and retaliatory reactions to provocations by enabling individuals to override their hostile impulses. In Study 1, we demonstrate that self-control capacity, motivation to self-control (supervisor coercive power), and abusive supervision interact in such a way that the strongest association between abusive supervision and supervisor-directed aggression occurs when subordinates are low in self-control capacity and perceive their supervisor to be low in coercive power. In Study 2, we extend this finding, testing a moderated mediation model, wherein hostility toward a supervisor represents the hostile impulse resulting in retaliatory behavior, mediating the relation between abusive supervision and supervisor-directed aggression. Results from Study 2 indicate that self-control capacity allows individuals to regulate the hostile feelings experienced following abusive supervision, while self-control capacity and supervisor coercive power jointly moderate the tendency to act on one's hostile feelings toward an abusive supervisor. We discuss implications for retaliatory behaviors at work. [ABSTRACT FROM AUTHOR]

Group faultline literature suggests that subgroups impede group functioning. We propose that team conflict may buffer the detrimental effects of faultlines on group performance. We draw on social categorization and group process theories suggesting that the negative effects of fault-lines are due to increased competition and decreased communication across subgroups and can be diminished with cross-subgroup information exchange and elaboration. We propose that intragroup conflict in small groups will decrease negative effects of demographic faultlines because detecting conflict and engaging in conflict management require cross-subgroup communication and information elaboration. In Study 1, using student groups we found that relationship, task, and process conflict buffered the negative effect of demographic faultline strength on group performance. In Study 2, we manipulated conflict and group faultlines (ethnic faultlines vs. no faultlines) and found that group conflict buffered the negative effect of faultlines on group performance. Theoretical contributions and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Do different cultures hold different views of intentionality? In four studies, participants read scenarios in which the actor’s distal intent (a focus on a broader goal) and proximal intent (a focus on the mechanics of the act) were manipulated. In Studies 1–2, when distal intent was more prominent in the actor’s mind, North Americans rated the actor more responsible than did Chinese and South Asian participants. When proximal intent was more prominent, Chinese and South Asian participants, if anything, rated the actor more responsible. In Studies 3–4, when distal intent was more prominent, male Americans rated the actor more responsible than did female Americans. When proximal intent was more prominent, females rated the actor more responsible. The authors discuss these findings in relation to the literatures on moral reasoning and cultural psychology. [ABSTRACT FROM AUTHOR]

Along with recent research uncovering distinctly Asian approaches to conflict management, we examine the experience and effect of relationship conflict on team identity in culturally homogeneous North American versus East Asian teams. In a longitudinal field experiment with student teams, we found that East Asian teams, compared to North American teams, experienced more relationship conflict at later stages of team tenure. We further found that, while relationship conflict undermined team identity in North American teams, relationship conflict did not influence team identity in East Asian teams. Our study counterintuitively finds that East Asian teams may be less influenced by relationship conflict than North American teams, despite their relationship maintenance orientation. We present several possible future avenues to unpack the psychological mechanisms underlying the distinct temporal patterns and outcome effects of relationship conflict in East Asian teams and implications for cross-cultural East Asian and North American teams. [ABSTRACT FROM AUTHOR]

The literature on abusive supervision largely presumes that employees respond to abuse in a relatively straightforward way: When abuse is present, outcomes are unfavorable, and when abuse is absent, outcomes are favorable (or, at least less unfavorable). Yet despite the recognition that abusive supervision can vary over time, little consideration has been given to how past experiences of abuse may impact the ways employees react to it (or, its absence) in the present. This is a notable oversight, as it is widely acknowledged that past experiences create a context against which experiences in the present are compared. By applying a temporal lens to the experience of abusive supervision, we identify abusive supervision inconsistency as a phenomenon that may have different outcomes than would otherwise be predicted by the current consensus in this literature. We draw from theories on time and stress appraisal to develop a model that explains when, why, and for which employees, inconsistent abusive supervision may have negative outcomes (specifically, identifying anxiety as a proximal outcome of abusive supervision inconsistency that has downstream effects on turnover intentions). Moreover, the aforementioned theoretical perspectives dovetail in identifying employee workplace status as a moderator that may buffer employees from the stressful consequences of inconsistent abusive supervision. We test our model using two experience sampling studies with polynomial regression and response surface analyses. Our research makes important theoretical and practical contributions to the abusive supervision literature, as well as the literature on time. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Although a litany of theoretical accounts exists to explain why mistreated employees engage in counterproductive work behaviors (CWBs), little is known about whether these mechanisms are complementary or mutually exclusive, or the effect of context on their explanatory strength. To address these gaps, this meta-analytic investigation tests four theoretically-derived mechanisms simultaneously to explain the robust relationship between leader mistreatment and employee CWB: (1) a social exchange perspective, which argues that mistreated employees engage in negative reciprocal behaviors to counterbalance experienced mistreatment; (2) a justice perspective, whereby mistreated employees experience moral outrage and engage in retributive behaviors against the organization and its members; (3) a stressor-emotion perspective, which suggests that mistreated employees engage in CWBs to cope with their negative affect; and (4) a self-regulatory perspective, which proposes that mistreated employees are simply unable to inhibit undesirable behaviors. Moreover, we also examine whether the above model holds across cultures that vary on power distance. Our meta-analytic structural equation model demonstrated that all but the justice mechanism significantly mediated the relationship between leader mistreatment and employee CWBs, with negative affect emerging as the strongest explanatory mechanism in both high and low power distance cultures. Given these surprising results, as the stressor-emotion perspective is less frequently invoked in the literature, this paper highlights not only the importance of investigating multiple mechanisms together when examining the leader mistreatment-employee CWB relationship, but also the need to develop more nuanced theorizing about these mechanisms, particularly for negative affect., Competing Interests: Declaration of Conflicting Interests: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article., (© The Authors 2021.)

Subordinates who are abused by a supervisor tend to experience violated perceptions of interpersonal justice and deteriorated well-being. One way in which they may seek to cope with these consequences is by engaging in retaliatory behaviors intended to "get back" at their supervisor and even the score. Based on research suggesting that acts of retaliation can restore perceptions of justice, we propose a model whereby retaliation alleviates the effect of abusive supervision on subordinate well-being by restoring subordinates' interpersonal justice perceptions. In two studies, using multiwave (Study 1) and time-lagged (Study 2) designs, we found general support for our predictions, even when controlling for the alternative mechanism of victim identity and subordinates' baseline well-being. These results suggest that retaliation reduces the harmful consequences of supervisory abuse on well-being not only in the short term but also in the long run. Theoretical and practical implications surrounding this increased understanding of the effectiveness of retaliation as a strategy for coping with the effects of abusive supervision over time are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Drawing upon Stress-as-Offense-to-Self theory, we develop a moderated mediation model whereby subordinate poor performance and leader well-being is linked by abusive supervision and this mediated relationship is further moderated by leaders' motives for abuse. Specifically, we posit that higher performance promotion motives will attenuate, whereas higher injury motives will exacerbate the relationship between abusive supervision and leader emotional exhaustion, due to their differential implications for leaders' ability to see themselves in a positive light. In a pilot study, we first examined and found support for the theorized mediation chain in a multiwave field study of organizational leaders ( N = 71). In Study 1, we conducted a multiwave and multisource field study of leader-follower dyads ( N = 274), which supported our predictions that the indirect effect between subordinate poor performance and leader emotional exhaustion via abusive supervision was strengthened for leaders higher on injury motives. In Study 2, we undertook a 2-week daily diary study with leaders ( N = 129) to hone in on the latter half of our model, focusing on within-person dynamics linking abusive supervision and leader well-being and the moderating role of leader motives for abuse. Although the within-person relationship between abusive supervision and emotional exhaustion was positive within a given day across leaders, the lagged within-person relationship between abusive supervision and emotional exhaustion unfolded differently for leaders higher versus lower on injury motives. Namely, abusive supervision had a lingering detrimental effect on leader emotional exhaustion among leaders higher on injury motives. (PsycInfo Database Record (c) 2022 APA, all rights reserved).