When an employee experiences mistreatment from their boss, such as being shouted at, criticized, or having their work claimed by their superior, even if it happens just once, it can significantly affect their well-being and performance. Despite extensive research over many years into the effects of poor leadership, the specific ways bad management affects staff performance have remained a focal point of interest.

A groundbreaking study, first published on October 30th in the journal Group & Organization Management, spearheaded by researchers from the Stevens Institute of Technology and the University of Illinois Chicago, has introduced a new perspective on how abusive leadership influences employees’ cognitive processes, consequently diminishing their performance. This study also highlights why certain employees might be more susceptible to the detrimental effects of such leadership behaviours.

Howie Xu, a contributing author to the study and an assistant professor of management at Stevens, comments on the rarity of abusive supervision but notes its significant impact when it does occur. Employees become less inclined to show initiative or seek improvements in business operations. Xu and his colleagues were keen on exploring the cognitive reasons behind this phenomenon and determining how organizations can protect employees from the harmful consequences of poor management.

The research involved surveying employees and their supervisors from 42 companies in South Korea and a substantial number of students in the United States. It aimed to understand how abusive supervision affects employees’ willingness to take on additional responsibilities and seek improvements at work. Participants were assessed on their tendency to seek career progression and reward opportunities or adopt a more cautious approach, prioritizing job security and avoiding risks.

Contrary to their initial hypothesis, Xu and his team discovered that employees who focused on career advancement were significantly impacted by abusive leadership. At the same time, those who valued job security were still determined to take on additional responsibilities even after facing mistreatment from their bosses. This outcome was unexpected and highlighted that the negative messaging from abusive bosses was particularly resonant with employees motivated by career growth rather than those more concerned with job security.

This finding suggests that ambitious employees might perceive an abusive boss as a barrier to receiving promotions or bonuses. In contrast, concerns related to job termination are likely viewed as being outside the direct influence of such bosses, often requiring intervention from HR departments or higher management levels.

This insight is pivotal for organizations looking to counteract the adverse effects of poor leadership. It indicates the importance of empowering employees and affirming their value to the organization beyond merely assuring them of job security. Xu emphasizes that in instances of abusive behaviour, it is crucial for leaders not only to apologize but to reinforce the employees’ importance to the company actively.

An exciting aspect of this study is that it found the reaction to abusive supervision to be similar across both South Korean and American participants, suggesting that cultural differences had little influence on how employees respond to bad bosses. This uniformity in response could be attributed to the globalizing world, or it might indicate a universal trait that transcends cultural boundaries. The research also saw contributions from academics at Texas Tech University, Hunan University, and Seoul National University, pointing towards a shared understanding of leadership’s impact on employee behaviour across different cultures.

More information: Ui Young Sun et al, What Does Leaders’ Abuse Mean to Me? Psychological Empowerment as the Key Mechanism Explaining the Relationship Between Abusive Supervision and Taking Charge, Group & Organization Management. DOI: 10.1177/10596011231204387

Journal information: Group & Organization Management Provided by Stevens Institute of Technology