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dc.contributor.authorBurton, James P.en_US
dc.contributor.authorTaylor, Shannon G.en_US
dc.contributor.authorBarber, Larissa K.en_US
dc.date.accessioned2018-12-03T16:32:49Z
dc.date.available2018-12-03T16:32:49Z
dc.date.issued2014
dc.identifier.citationBurton, J.P., Taylor, S.G. & Barber, L.K. (2014). Understanding internal, external, and relational attributions for abusive supervision. Journal of Organizational Behavior, 35: 871-891.en_US
dc.identifier.urihttps://commons.lib.niu.edu/handle/10843/19238
dc.description.abstractDespite abundant research on the consequences of perceived abusive supervision, less is known about how employees develop perceptions of supervisory abuse. Across two studies, we integrate classic and recent theoretical work on attributions to understand the causal explanations underlying employee perceptions of and reactions to abusive supervision. In the first study, we develop measures of internal, external, and relational attributions for perceived supervisor abuse. In the second study, we demonstrate that internal and external attributions are indirectly related to aggressive and citizenship behaviors through employees’ perceptions of interactional justice. Theoretical and practical implications are also discussed.en_US
dc.publisherJournal of Organizational Behavioren_US
dc.subjectattributionsen_US
dc.subjectabusive supervisionen_US
dc.subjectjusticeen_US
dc.subjectcitizenshipen_US
dc.subjectaggressionen_US
dc.titleUnderstanding internal, external, and relational attributions for abusive supervision.en_US
dc.type.genreArticleen_US
dc.contributor.departmentDepartment of Managementen_US


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