Date of Conferral

6-21-2024

Date of Award

June 2024

Degree

Ph.D.

School

Management

Advisor

Robert Haussmann

Abstract

Abusive supervision is a kind of destructive leadership that has a detrimental influence on direct subordinates, teams, and the whole business, and counterproductive work behavior has been a critical worry for researchers and managers over the last three decades. It results in undesirable reactions, including workplace deviance, damaging attitudes, and unproductive work habits. Toxic leadership and followership are still relatively new areas of study within the broader field of leadership studies. This study aimed to determine the effects of abusive management on personnel and the business. With counterproductive work behavior (CWB) becoming an increasingly prevalent concept in the workplace, the intent of this study was to investigate how the phenomenon of CWB is manifested and influences employee job performance and organizational sustainability in the United States. Participants were United States workers aged 18 or over who were currently employed. A G*Power analysis was conducted, as a result, a total of 192 datasets were collected.; this study’s theoretical foundation is the employee’s CWB hypothesis. Results indicated that abusive supervision was a significant predictor of organizational deviance (B = 0.723, p < .001) and interpersonal deviance (B = 0.782, p < .001). Age was also found to be a significant predictor of abusive supervision (B = -0.009, p = .028). The findings also demonstrated that age (B = -0.467, p = .008) and some education (B = -0.014, p = .001) were significant predictors of organizational deviance. This study contributes to the knowledge of equitable pay, decent labor and treatment, and gender equality in the workplace, which are Goals 5, 8, and 10 of the United Nations Sustainable Development Goals.

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