How to cite this paper
Jabeen, R & Rahim, N. (2021). Exploring the effects of despotic leadership on employee engagement, employee trust and task performance.Management Science Letters , 11(1), 223-232.
Refrences
Aasland, M. S., Skogstad, A., Notelaers, G., Nielsen, M. B., & Einarsen, S. (2010). The prevalence of destructive leadership behav-iour. British Journal of Management, 21(2), 438-452.
Abbas, M., Raja, U., Darr, W., & Bouckenooghe, D. (2014). Combined effects of perceived politics and psychological capital on job satisfaction, turnover intentions, and performance. Journal of Management, 40(7), 1813-1830.
Anderson, D. R., Sweeney, D. J., & Williams, T. A. (2000). The Management Scientist: For Windows 95, Windows 98, and Windows NT. South-Western College Pub.
Aryee, S., Chen, Z. X., Sun, L. Y., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: test of a trickle-down model. Journal of Applied Psychology, 92(1), 191.
Avolio, B. J. (2007). Promoting more integrative strategies for leadership theory-building. American Psychologist, 62(1), 25.
Babbie, E. R. (1990). Survey research methods Wadsworth Pub. Co Belmont, Calif, 3(9).
Bakker, A. B., & Bal, M. P. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of Occu-pational and Organizational Psychology, 83(1), 189-206.
Bakker, A. B., & Leiter, M. P. (2010). Work engagement: A handbook of essential theory and research. Psychology press.
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209-223.
Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22(3), 187-200.
Bakker, A. B., Emmerik, H. v., & Euwema, M. C. (2006). Crossover of burnout and engagement in work teams. Work and Occupa-tions, 33(4), 464-489.
Balducci, C., Fraccaroli, F., & Schaufeli, W. B. (2010). Psychometric properties of the Italian version of the Utrecht Work Engage-ment Scale (UWES-9): A cross-cultural analysis. European Journal of Psychological Assessment, 26(2), 143.
Baumeister, R. F., Bratslavsky, E., Finkenauer, C., & Vohs, K. D. (2001). Bad is stronger than good. Review of General Psychology, 5(4), 323-370.
Bhatnagar, J. (2012). Management of innovation: Role of psychological empowerment, work engagement and turnover intention in the Indian context. The International Journal of Human Resource Management, 23(5), 928-951.
Billington, M., & Ellersgaard, B. (2017). Unleashing Disruptive Leadership-Teaching Carpe Diem!. Business Education Innovation Journal, 9(1).
Brender, Y., & Vredenburgh, D. (1998). The hierarchical abuse of power in work organizations. Journal of Business Ethics, 17, 1337-1347.
Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel psychology, 64(1), 89-136.
Collins, M. D., & Jackson, C. J. (2015). A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership. The Leadership Quarterly, 26(3), 386-401.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of management, 31(6), 874-900.
Dasborough, M. T. (2006). Cognitive asymmetry in employee emotional reactions to leadership behaviors. The Leadership Quarterly, 17(2), 163-178
De Hoogh, A. H., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. The Leadership Quarterly, 19(3), 297-311.
Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47.
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
Ferguson, M., Carlson, D., & Whitten, D. (2009). The fallout from abusive supervision through work-family conflict: An examina-tion of job incumbents and their parents. Paper presented at the meeting of Southern Management Association, Asheville, NC. Unpublished manuscript.
Frost, T., Stimpson, D. V., & Maughan, M. R. (1978). Some correlates of trust. Journal of Psychology, 99(1), 103.
Gorgievski, M. J., Bakker, A. B., & Schaufeli, W. B. (2010). Work engagement and workaholism: Comparing the self-employed and salaried employees. The Journal of Positive Psychology, 5(1), 83-96.
Gwinner, K. P., Bitner, M. J., Brown, S. W., & Kumar, A. (2005). Service customization through employee adaptiveness. Journal of Service Research, 8(2), 131-148.
Halbesleben, J. R., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work & Stress, 22(3), 242-256.
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American psychologist, 44(3), 513.
Hofstede, G. (1983). The cultural relativity of organizational practices and theories. Journal of International Business Studies, 14, 75–89. doi: 10.1057/palgrave.jibs. 8490867
Hofstede, G. (2010). National Cultural Dimensions. New York City, NY: McGrawHill Education
Hoobler, J. M., & Hu, J. (2013). A model of injustice, abusive supervision, and negative affect. The Leadership Quarterly, 24(1), 256-269.
Joseph, E. E., & Winston, B. E. (2005). A correlation of servant leadership, leader trust, and organizational trust. Leadership & Or-ganization Development Journal.
Karakitapoğlu-Aygün, Z., & Gumusluoglu, L. (2013). The bright and dark sides of leadership: Transformational vs. non-transformational leadership in a non-Western context. Leadership, 9(1), 107-133.
Kellerman, B. (2004). Bad leadership: What it is, how it happens, why it matters. Harvard Business Press.
Kelloway, E. K., Mullen, J., & Francis, L. (2006). Divergent effects of transformational and passive leadership on employee safety. Journal of Occupational Health Psychology, 11(1), 76.
Khalid, S., & Irshad, M. Z. (2010). Job satisfaction among bank employees in Punjab, Pakistan: A comparative study. European Journal of Social Sciences, 17(4), 570-577.
Khan, D. A., Mahmood, A., Saeed, A., & Qureshi, M. A. (2013). Time Spent and Importance of Managerial Activities for Senior and Middle Managers in a Banking Unit: Self versus Other Perceptions. International Journal of Business and Management, 8(20), 87.
Khan, M. A., & Ahmad, N. S. A. (2011). Modeling link between internal service quality in human resources management and em-ployees retention: A case of Pakistani privatized and public sector banks. African Journal of Business Management, 5(3), 949.
Laschinger, H. K. S., & Finegan, J. (2005). Using empowerment to build trust and respect in the workplace: A strategy for address-ing the nursing shortage. Nursing Economics, 23(1), 6.
Leary, T. G., Green, R., Denson, K., Schoenfeld, G., Henley, T., & Langford, H. (2013). The relationship among dysfunctional lead-ership dispositions, employee engagement, job satisfaction, and burnout. The Psychologist-Manager Journal, 16(2), 112.
Luthans, F., Peterson, S. J., & Ibrayeva, E. (1998). The potential for the “dark side” of leadership in post communist countries. Jour-nal of World Business, 33(2), 185-201.
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and organizational Psychology, 1(1), 3-30.
May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77(1), 11-37.
Naseer, S., Raja, U., Syed, F., Donia, M. B., & Darr, W. (2016). Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors. The Leadership Quarterly, 27(1), 14-33.
Nauman, S., Fatima, T., & Haq, I. U. (2018). Does despotic leadership harm employee family life: exploring the effects of emotional exhaustion and anxiety. Frontiers in Psychology, 9, 601.
Nyhan, R. C., & Marlowe Jr, H. A. (1997). Development and psychometric properties of the organizational trust inventory. Evalua-tion Review, 21(5), 614-635.
Premeaux, S. F., & Bedeian, A. G. (2003). Breaking the silence: The moderating effects of self‐monitoring in predicting speaking up in the workplace. Journal of Management Studies, 40(6), 1537-1562.
Rashid, H. A., Asad, A., & Ashraf, M. M. (2011). Factors persuading employee engagement and linkage of EE to personal & organi-zational performance. Interdisciplinary Journal of Contemporary Research in Business, 3.
Reiche, B. S., Bird, A., Mendenhall, M. E., & Osland, J. S. (2017). Contextualizing leadership: A typology of global leadership roles. Journal of International Business Studies, 48(5), 552-572.
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology.
Salanova, M., Agut, S., & Peiró, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate. Journal of Applied Psychology, 90(6), 1217.
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92.
Schaufeli, W., & Salanova, M. (2007). Work engagement. Managing social and ethical issues in organizations, 135, 177.
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior, 25(3), 293-315.
Schaufeli, W., & Bakker, A.B. (2003). Utrecht Work Engagement Scale: Preliminary manual. Occupational Health Psychology Unit, Utrecht University, Utrecht 26.
Schaufeli, W., & Salanova, M., Gonazalez-Roma, V., & Bakker, A. B. (2002) The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92.
Schilling, J. (2009). From ineffectiveness to destruction: A qualitative study on the meaning of negative leadership. Leadership, 5(1), 102-128.
Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its out-comes. The Leadership Quarterly, 24(1), 138-158.
Shantz, A., Alfes, K., Truss, C., & Soane, E. (2013). The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours. The International Journal of Human Resource Management, 24(13), 2608-2627.
Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C., & Hua, W. (2009). Abusive supervision, intentions to quit, and employ-ees’ workplace deviance: A power/dependence analysis. Organizational behavior and human decision processes, 109(2), 156-167.
Tepper, B. J., Henle, C. A., Lambert, L. S., Giacalone, R. A., & Duffy, M. K. (2008). Abusive supervision and subordinates' organi-zation deviance. Journal of Applied Psychology, 93(4), 721.
Tepper, B. J., Duffy, M. K., & Shaw, J. D. (2001). Personality moderators of the relationship between abusive supervision and sub-ordinates' resistance. Journal of Applied Psychology, 86(5), 974.
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-190.
Turnley, W. H., Bolino, M. C., Lester, S. W., & Bloodgood, J. M. (2003). The impact of psychological contract fulfillment on the performance of in-role and organizational citizenship behaviors. Journal of Management, 29(2), 187-206.
Thau, S., Bennett, R. J., Mitchell, M. S., & Marrs, M. B. (2009). How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective. Organizational Behavior and Human Deci-sion Processes, 108(1), 79-92.
Van Seters, D. A., & Field, R. H. (1990). The evolution of leadership theory. Journal of Organizational Change Management.
Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420-432.
Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers' posi-tive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21.
Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2009). Reciprocal relationships between job resources, person-al resources, and work engagement. Journal of Vocational Behavior, 74(3), 235-244.
Xu, E., Huang, X., Lam, C. K., & Miao, Q. (2012). Abusive Supervision and work behaviors: The mediating role of LMX. Journal of Organizational Behavior, 33 (4), 531-543
Zellars, K. L., Tepper, B. J., & Duffy, M. K. (2002). Abusive supervision and subordinates' organizational citizenship behavior. Jour-nal of Applied Psychology, 87(6), 1068.
Abbas, M., Raja, U., Darr, W., & Bouckenooghe, D. (2014). Combined effects of perceived politics and psychological capital on job satisfaction, turnover intentions, and performance. Journal of Management, 40(7), 1813-1830.
Anderson, D. R., Sweeney, D. J., & Williams, T. A. (2000). The Management Scientist: For Windows 95, Windows 98, and Windows NT. South-Western College Pub.
Aryee, S., Chen, Z. X., Sun, L. Y., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: test of a trickle-down model. Journal of Applied Psychology, 92(1), 191.
Avolio, B. J. (2007). Promoting more integrative strategies for leadership theory-building. American Psychologist, 62(1), 25.
Babbie, E. R. (1990). Survey research methods Wadsworth Pub. Co Belmont, Calif, 3(9).
Bakker, A. B., & Bal, M. P. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of Occu-pational and Organizational Psychology, 83(1), 189-206.
Bakker, A. B., & Leiter, M. P. (2010). Work engagement: A handbook of essential theory and research. Psychology press.
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209-223.
Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22(3), 187-200.
Bakker, A. B., Emmerik, H. v., & Euwema, M. C. (2006). Crossover of burnout and engagement in work teams. Work and Occupa-tions, 33(4), 464-489.
Balducci, C., Fraccaroli, F., & Schaufeli, W. B. (2010). Psychometric properties of the Italian version of the Utrecht Work Engage-ment Scale (UWES-9): A cross-cultural analysis. European Journal of Psychological Assessment, 26(2), 143.
Baumeister, R. F., Bratslavsky, E., Finkenauer, C., & Vohs, K. D. (2001). Bad is stronger than good. Review of General Psychology, 5(4), 323-370.
Bhatnagar, J. (2012). Management of innovation: Role of psychological empowerment, work engagement and turnover intention in the Indian context. The International Journal of Human Resource Management, 23(5), 928-951.
Billington, M., & Ellersgaard, B. (2017). Unleashing Disruptive Leadership-Teaching Carpe Diem!. Business Education Innovation Journal, 9(1).
Brender, Y., & Vredenburgh, D. (1998). The hierarchical abuse of power in work organizations. Journal of Business Ethics, 17, 1337-1347.
Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel psychology, 64(1), 89-136.
Collins, M. D., & Jackson, C. J. (2015). A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership. The Leadership Quarterly, 26(3), 386-401.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of management, 31(6), 874-900.
Dasborough, M. T. (2006). Cognitive asymmetry in employee emotional reactions to leadership behaviors. The Leadership Quarterly, 17(2), 163-178
De Hoogh, A. H., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. The Leadership Quarterly, 19(3), 297-311.
Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47.
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
Ferguson, M., Carlson, D., & Whitten, D. (2009). The fallout from abusive supervision through work-family conflict: An examina-tion of job incumbents and their parents. Paper presented at the meeting of Southern Management Association, Asheville, NC. Unpublished manuscript.
Frost, T., Stimpson, D. V., & Maughan, M. R. (1978). Some correlates of trust. Journal of Psychology, 99(1), 103.
Gorgievski, M. J., Bakker, A. B., & Schaufeli, W. B. (2010). Work engagement and workaholism: Comparing the self-employed and salaried employees. The Journal of Positive Psychology, 5(1), 83-96.
Gwinner, K. P., Bitner, M. J., Brown, S. W., & Kumar, A. (2005). Service customization through employee adaptiveness. Journal of Service Research, 8(2), 131-148.
Halbesleben, J. R., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work & Stress, 22(3), 242-256.
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American psychologist, 44(3), 513.
Hofstede, G. (1983). The cultural relativity of organizational practices and theories. Journal of International Business Studies, 14, 75–89. doi: 10.1057/palgrave.jibs. 8490867
Hofstede, G. (2010). National Cultural Dimensions. New York City, NY: McGrawHill Education
Hoobler, J. M., & Hu, J. (2013). A model of injustice, abusive supervision, and negative affect. The Leadership Quarterly, 24(1), 256-269.
Joseph, E. E., & Winston, B. E. (2005). A correlation of servant leadership, leader trust, and organizational trust. Leadership & Or-ganization Development Journal.
Karakitapoğlu-Aygün, Z., & Gumusluoglu, L. (2013). The bright and dark sides of leadership: Transformational vs. non-transformational leadership in a non-Western context. Leadership, 9(1), 107-133.
Kellerman, B. (2004). Bad leadership: What it is, how it happens, why it matters. Harvard Business Press.
Kelloway, E. K., Mullen, J., & Francis, L. (2006). Divergent effects of transformational and passive leadership on employee safety. Journal of Occupational Health Psychology, 11(1), 76.
Khalid, S., & Irshad, M. Z. (2010). Job satisfaction among bank employees in Punjab, Pakistan: A comparative study. European Journal of Social Sciences, 17(4), 570-577.
Khan, D. A., Mahmood, A., Saeed, A., & Qureshi, M. A. (2013). Time Spent and Importance of Managerial Activities for Senior and Middle Managers in a Banking Unit: Self versus Other Perceptions. International Journal of Business and Management, 8(20), 87.
Khan, M. A., & Ahmad, N. S. A. (2011). Modeling link between internal service quality in human resources management and em-ployees retention: A case of Pakistani privatized and public sector banks. African Journal of Business Management, 5(3), 949.
Laschinger, H. K. S., & Finegan, J. (2005). Using empowerment to build trust and respect in the workplace: A strategy for address-ing the nursing shortage. Nursing Economics, 23(1), 6.
Leary, T. G., Green, R., Denson, K., Schoenfeld, G., Henley, T., & Langford, H. (2013). The relationship among dysfunctional lead-ership dispositions, employee engagement, job satisfaction, and burnout. The Psychologist-Manager Journal, 16(2), 112.
Luthans, F., Peterson, S. J., & Ibrayeva, E. (1998). The potential for the “dark side” of leadership in post communist countries. Jour-nal of World Business, 33(2), 185-201.
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and organizational Psychology, 1(1), 3-30.
May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77(1), 11-37.
Naseer, S., Raja, U., Syed, F., Donia, M. B., & Darr, W. (2016). Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors. The Leadership Quarterly, 27(1), 14-33.
Nauman, S., Fatima, T., & Haq, I. U. (2018). Does despotic leadership harm employee family life: exploring the effects of emotional exhaustion and anxiety. Frontiers in Psychology, 9, 601.
Nyhan, R. C., & Marlowe Jr, H. A. (1997). Development and psychometric properties of the organizational trust inventory. Evalua-tion Review, 21(5), 614-635.
Premeaux, S. F., & Bedeian, A. G. (2003). Breaking the silence: The moderating effects of self‐monitoring in predicting speaking up in the workplace. Journal of Management Studies, 40(6), 1537-1562.
Rashid, H. A., Asad, A., & Ashraf, M. M. (2011). Factors persuading employee engagement and linkage of EE to personal & organi-zational performance. Interdisciplinary Journal of Contemporary Research in Business, 3.
Reiche, B. S., Bird, A., Mendenhall, M. E., & Osland, J. S. (2017). Contextualizing leadership: A typology of global leadership roles. Journal of International Business Studies, 48(5), 552-572.
Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology.
Salanova, M., Agut, S., & Peiró, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate. Journal of Applied Psychology, 90(6), 1217.
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92.
Schaufeli, W., & Salanova, M. (2007). Work engagement. Managing social and ethical issues in organizations, 135, 177.
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior, 25(3), 293-315.
Schaufeli, W., & Bakker, A.B. (2003). Utrecht Work Engagement Scale: Preliminary manual. Occupational Health Psychology Unit, Utrecht University, Utrecht 26.
Schaufeli, W., & Salanova, M., Gonazalez-Roma, V., & Bakker, A. B. (2002) The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92.
Schilling, J. (2009). From ineffectiveness to destruction: A qualitative study on the meaning of negative leadership. Leadership, 5(1), 102-128.
Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its out-comes. The Leadership Quarterly, 24(1), 138-158.
Shantz, A., Alfes, K., Truss, C., & Soane, E. (2013). The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours. The International Journal of Human Resource Management, 24(13), 2608-2627.
Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C., & Hua, W. (2009). Abusive supervision, intentions to quit, and employ-ees’ workplace deviance: A power/dependence analysis. Organizational behavior and human decision processes, 109(2), 156-167.
Tepper, B. J., Henle, C. A., Lambert, L. S., Giacalone, R. A., & Duffy, M. K. (2008). Abusive supervision and subordinates' organi-zation deviance. Journal of Applied Psychology, 93(4), 721.
Tepper, B. J., Duffy, M. K., & Shaw, J. D. (2001). Personality moderators of the relationship between abusive supervision and sub-ordinates' resistance. Journal of Applied Psychology, 86(5), 974.
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-190.
Turnley, W. H., Bolino, M. C., Lester, S. W., & Bloodgood, J. M. (2003). The impact of psychological contract fulfillment on the performance of in-role and organizational citizenship behaviors. Journal of Management, 29(2), 187-206.
Thau, S., Bennett, R. J., Mitchell, M. S., & Marrs, M. B. (2009). How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective. Organizational Behavior and Human Deci-sion Processes, 108(1), 79-92.
Van Seters, D. A., & Field, R. H. (1990). The evolution of leadership theory. Journal of Organizational Change Management.
Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420-432.
Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers' posi-tive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21.
Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2009). Reciprocal relationships between job resources, person-al resources, and work engagement. Journal of Vocational Behavior, 74(3), 235-244.
Xu, E., Huang, X., Lam, C. K., & Miao, Q. (2012). Abusive Supervision and work behaviors: The mediating role of LMX. Journal of Organizational Behavior, 33 (4), 531-543
Zellars, K. L., Tepper, B. J., & Duffy, M. K. (2002). Abusive supervision and subordinates' organizational citizenship behavior. Jour-nal of Applied Psychology, 87(6), 1068.