Surviving in Temporary Aircrew Workplaces: Coping With Intermittent Abusive Supervision in Dynamic Supervisor–Subordinate Relationships

Abstract

This study explores how victims of intermittent abusive supervision cope in the context of temporary professional teams where supervisor–subordinate relationships are transient and constantly shifting. Employing critical incident interviews with 23 non-management aircrew and using thematic data analysis, this study revealed that transient leader–member exchanges make supervisory abusive behaviors less enduring and more predictable. This provides opportunities to mitigate/eliminate workplace stressors through prevention strategies, including ingratiation, localization, withdrawing shifts, and seeking instrumental support. The study identifies victim coping tactics with different foci in three phases: pre-occurrence, proceeding, and post-occurrence. Our research extends Lazarus and Folkman’s theory of stress, appraisal, and coping, developing a theoretical framework for victims’ appraisal and coping mechanisms of abusive supervision in temporary working contexts. It offers evidence-based recommendations for HR practitioners to formulate policies addressing the detrimental effects of abusive supervision. This is particularly significant in industries like aviation or other ad-hoc sectors employing flexible membership.