Perceived abusive supervision implies detrimental human consequences and negative performance effects. However, paradoxically, there are numerous anecdotal reports on managers who appear to deliberately mistreat most of their subordinates in an effort to enhance work group performance, preferring abusive methods of influence over more constructive motivational approaches. Because destructive leadership theory does not provide a compelling explanation for this perplexing phenomenon, I conducted an inductive, longitudinal case study at the executive level of a large corporation to explore antecedents of performance-oriented abusive supervisory behavior. The analysis of rich, contextualized data reveals that empathic incompetence of superiors to consider the emotions, goals, and limitations of inferiors can imply a belief in the efficacy of harsh management tactics, resulting in abrasive supervisory conduct and an abusive supervision climate collectively perceived by subalterns. The findings suggest social dominance orientation (SDO) of upper-level managers to moderate these relationships through cognitive activation of abusive supervisory values.

中文翻译：

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旨在提高工作组绩效的滥用监督行为

感知滥用监督意味着有害的人类后果和负面的绩效影响。然而，自相矛盾的是，有许多关于管理者似乎故意虐待大多数下属以努力提高工作团队绩效的轶事报道，他们更喜欢滥用影响力的方法而不是更具建设性的激励方法。由于破坏性领导理论没有为这种令人困惑的现象提供令人信服的解释，我在一家大公司的执行层面进行了归纳、纵向案例研究，以探索以绩效为导向的滥用监督行为的前因。对丰富的、情境化的数据的分析表明，上级在考虑情绪、目标、下级的限制可能意味着相信严厉的管理策略的有效性，从而导致下级集体感知到粗暴的监督行为和滥用监督气氛。研究结果表明，上层管理人员的社会支配取向 (SDO) 通过对滥用监督价值观的认知激活来调节这些关系。