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Abusive supervision and employee perceptions of leaders' implicit followership theories

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dc.contributor.authorKedharnath, Uma, author
dc.contributor.authorGibbons, Alyssa Mitchell, advisor
dc.contributor.authorHarman, Jennifer, committee member
dc.contributor.authorHenle, Chris, committee member
dc.contributor.authorKraiger, Kurt, committee member
dc.date.accessioned2007-01-03T05:57:23Z
dc.date.available2007-01-03T05:57:23Z
dc.date.issued2014
dc.description.abstractIn this study, I integrated research on abusive supervision and leaders' implicit followership theories (LIFTs; Sy, 2010). An important proposition of LIFTs theory is that matching between LIFTs and an employee's characteristics should yield the most positive employee outcomes; however, these matching effects in the LIFTs context have not yet been tested. Therefore, I examined the extent to which agreement and disagreement between employees' perceptions of their supervisor's LIFTs and employees' ratings of their own characteristics related to two outcomes - abusive supervision and LMX. Results from two samples of student employees supported the prediction that employee perceptions of supervisor LIFTs and their own characteristics would be associated with lower abusive supervision and higher LMX. In addition, perceived LIFTs and employee characteristics interacted such that employees who reported highly positive supervisor LIFTs and highly positive employee characteristics also reported the least abusive supervision and the highest quality relationships with their supervisor. The greater the discrepancy between employees' supervisor LIFTs ratings and their employee characteristics ratings, the higher the abusive supervision that they reported, supporting the matching hypothesis suggested by LIFTs theory. Finally, the level of discrepancy between employees' supervisor LIFTs ratings and their employee characteristics ratings significantly related to LMX only in one of the two samples, providing partial support for this hypothesis. Overall, this study shows that various combinations of perceived LIFTs and employee characteristics influence employee outcomes in important ways.
dc.format.mediumborn digital
dc.format.mediumdoctoral dissertations
dc.identifierKedharnath_colostate_0053A_12644.pdf
dc.identifier.urihttp://hdl.handle.net/10217/88443
dc.languageEnglish
dc.language.isoeng
dc.publisherColorado State University. Libraries
dc.relation.ispartof2000-2019
dc.rightsCopyright and other restrictions may apply. User is responsible for compliance with all applicable laws. For information about copyright law, please see https://libguides.colostate.edu/copyright.
dc.subjectleader-member exchange
dc.subjectimplicit leadership theories
dc.subjectleadership
dc.subjectabusive supervision
dc.subjectimplicit followership theories
dc.titleAbusive supervision and employee perceptions of leaders' implicit followership theories
dc.typeText
dcterms.rights.dplaThis Item is protected by copyright and/or related rights (https://rightsstatements.org/vocab/InC/1.0/). You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s).
thesis.degree.disciplinePsychology
thesis.degree.grantorColorado State University
thesis.degree.levelDoctoral
thesis.degree.nameDoctor of Philosophy (Ph.D.)

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