Aggressive reactions to abusive supervision: The role of interactional injustice and narcissism
Burton, James P.
Hoobler, Jenny M.
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In this study, we explore personality and situational conditions in which negative leadership—specifically, abusive supervision—is associated with aggressive behavior in subordinates. That is, we examine the role that interactional justice and narcissism play in an employee’s decision to respond aggressively to an abusive supervisor. We demonstrate that interactional justice mediates the relationship between perceptions of abusive supervision and subsequent employee aggression. In addition, we demonstrate that narcissism interacts with interactional justice perceptions to predict workplace aggression. We find that individuals with high levels of narcissism are the employees who are most likely to respond aggressively when they interpret their leader’s behavior as abusive.