Studies on abusive supervision typically posit that targets of abuse will either directly blame the perpetrating supervisor or indirectly blame the organization for allowing the abuse, and as a result reduce their cooperativeness at work. We pivot from this predominant logic and argue that, under certain circumstances, targets of abusive supervision may blame themselves, feel guilty, and then try to make it up to their abusive supervisors by helping them more. Drawing on the emotional process theory of abusive supervision and the more general socio-functional perspective of emotions, we specify that such a dynamic is more likely to ensue when subordinates otherwise experience the relationship with their supervisors as good (high LMX). Two studies—an experiment and a two-weeks bi-daily experience sampling study—provide support for our reasoning. As such, our study extends theorizing on the consequences of abusive supervision, which has typically found that it reduces cooperative behaviors. Moreover, it contributes to previous speculations that leaders may engage in abusive supervision because it has beneficial consequences for them.

中文翻译：

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当受害者帮助虐待他们的主管时：LMX、自责和内疚的作用

关于滥用监督的研究通常假设，滥用的目标要么直接责怪施虐者，要么间接责怪组织允许滥用，从而降低他们在工作中的合作性。我们从这一主要逻辑转向，认为在某些情况下，滥用监督的目标可能会自责，感到内疚，然后试图通过更多帮助他们来弥补滥用监督的上司。借鉴虐待监督的情绪过程理论和情绪的更一般的社会功能观点，我们指出，当下属以其他方式体验与上司的关系良好（高 LMX）时，这种动态更有可能发生。两项研究——一项实验和一项为期两周的双日体验抽样研究——为我们的推理提供了支持。因此，我们的研究扩展了关于滥用监督后果的理论，通常发现它会减少合作行为。此外，这也助长了之前的猜测，即领导者可能会进行滥用监督，因为这对他们产生了有益的影响。