ABSTRACT
Since the publication of Tepper’s (2000) path-leading article, abusive supervision has received increased attention from scholars and the business press, perhaps due to the $23 billion it is estimated to cost business organizations each year (Tepper, Duffy, Henle, & Lambert, 2006). The academic literature has documented that abusive supervision is related to a host of important criteria, such as job attitudes (Tepper, 2000), in-and extra-role job performance (Zellars, Tepper, & Duffy, 2002), and counterproductive work behaviors (Duffy, Ganster, & Pagon, 2002; Mitchell & Ambrose, 2012), among others. Relatively less is known about the antecedents of abusive supervision, as well as the processes by which it is related to various outcomes (Aryee, Chen, Sun, & Debrah, 2007). The literature is lacking an understanding of how variables from multiple levels of analysis might contribute to abusive supervision (Tepper, 2007), and there has been very little research to connect abusive supervision to human resource management or to work-family issues.
