Muhammad Imran Rasheed, Q. Weng, W. Umrani, M. Moin
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Abusive Supervision and Career Adaptability: The Role of Self-Efficacy and Coworker Support
ABSTRACT Recent literature on abusive supervision has suggested its negative impact on a number of work outcomes. However, we still have little knowledge about the impact of destructive leadership on employee career outcomes. Drawing on social cognitive theory (SCT), we propose that abusive supervision challenges employee career adaptability by damaging career self-efficacy beliefs in the workplace. Three-wave data collected from 287 employees working in different organizations situated in China has shown that abusive supervision is negatively related to employee career adaptability through career self-efficacy. Moreover, coworker support was found to buffer the association between abusive supervision and career adaptability such that the relationships are weaker at higher levels of coworker support. Implications for researchers and practitioners and research directions for the future are discussed.
期刊介绍：
Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.
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