Complex relationship between abusive leadership and employee well-being (Thesis Sample)

TOPIC: Complex relationship between abusive leadership and employee well-being Abstract: This thesis investigates the complex relationship between abusive leadership and employee well-being while exploring the mediating role of meaningful work and the moderating role of employee resilience. Abusive leadership is expected to have a negative impact on employee well-being, but the presence of meaningful work is hypothesized to act as a positive mediator. Additionally, employee resilience is proposed to influence the relationship between abusive leadership and both meaningful work and employee well-being. The study's findings support the notion that abusive leadership indeed has detrimental effects on employee well-being and meaningful work. However, the results do not support employee resilience as a moderator. The paper concludes by discussing the limitations of the study and emphasizing the importance of further research on this topic to enhance our understanding of this critical relationship in organizational contexts. 1 Introduction Over the past decade, the significance of comprehending the impact of abusive leadership on employee well-being has garnered increasing attention from both researchers and professionals. This growing interest stems from a desire to explore the effects of abusive leadership on employees and the reasons behind its importance. Leadership is a critical factor in shaping employee well-being (Avolio & Bass, 2004). Bakker and Schaufeli (2008) emphasized the importance of leadership behaviors that promote positive organizational behavior. They found that leaders who created a supportive and empowering work environment contributed to increased employee well-being and engagement (Bakker & Schaufeli, 2008). Employee well-being refers to the overall state of physical, mental, and emotional health and satisfaction experienced by individuals in their work environment (Diener et al., 2018; Diener et al., 2017; Judge et al., 2001). Research consistently demonstrates that employee well-being is vital for both individuals and organizations (Macey& Schneider, 2008). Employees with higher levels of well-being are more likely to be engaged, motivated, and productive in their work (Wright & Cropanzano, 2004). positive social interactions and a supportive work environment are integral to employee well-being. Having positive relationships with colleagues and supervisors fosters a sense of belonging, support, and collaboration, which positively impacts well-being (Eisenberger et al., 2010). Numerous studies have focused on understanding the factors that contribute to well-being in various domains, including the workplace (Deci et al., 2008). It is widely recognized that well-being encompasses not just physical health but also mental well-being and positive social interactions (World Health Organization, 2004). Within the context of the workplace, issues such as abusive leadership have been found to have negative implications for employee well-being (Tepper, 2000). Abusive leadership has been linked to decreased job satisfaction ,lower levels of organizational commitment, increased turnover intentions, higher levels of emotional exhaustion, and poorer mental and physical health outcomes (Tepper, 2017). These negative consequences not only affect individual employees but also have implications for organizational performance, productivity, and overall functioning. Abusive leadership encompasses a wide range of destructive behaviors exhibited by supervisors or managers, such as verbal insults, humiliation, and exploitation (Tepper, 2007). Despite the increasing recognition of the consequences associated with abusive leadership, there remains a significant gap in our understanding of the underlying mechanisms and processes that explain the complex relationship between abusive leadership and employee well-being. Therefore, there is a pressing need for further exploration to fully comprehend the intricate dynamics involved in this phenomenon. Understanding the intricate processes that underlie the relationship between abusive leadership and employee well-being is of paramount importance for several compelling reasons. Firstly, it empowers organizations to develop targeted interventions and strategies aimed at mitigating negative effects of abusive leadership on employee well-being. By identifying the specific mechanisms through which abusive behaviors impact well-being, organizations can implement preventive measures and foster healthier work environments that prioritize the psychological, emotional, and physical health of their employees. Secondly, delving into these processes provides a deeper comprehension of how leadership behaviors exert their influence on employee well-being. This knowledge can inform leadership development programs and practices, enabling organizations to cultivate effective leaders who exhibit positive and supportive behaviors. By integrating this understanding into leadership training initiatives, organizations can nurture a culture of empathy, respect, and fairness, leading to improved well-being outcomes for employees. Lastly, unraveling the underlying mechanisms sheds light on the importance of designing and implementing policies and procedures that safeguard employees from abusive behaviors. With a comprehensive understanding of how abusive leadership impacts well-being, organizations can establish robust mechanisms to detect and address abusive behaviors promptly. This may involve implementing clear reporting channels, establishing accountability frameworks, and creating a culture that values open communication and psychological safety. Such proactive measures protect employees from the harmful consequences of abusive leadership, fostering a work environment that nurtures well-being and organizational success. This research paper makes significant contributions to the existing literature by examining the consequences of abusive leadership and shedding light on its impact on employee well-being (Tepper, 2000). The aim is to deepen our understanding of how abusive leadership affects employee well-being and provide valuable insights for organizations to mitigate its negative effects and foster healthier work environments. One important aspect addressed in this paper is the exploration of the underlying factors that mediate or moderate the relationship between abusive leadership and employee well-being. It is argued that abusive leadership should have a negative influence on well-being, and two specific factors are proposed as potential mediators and moderators: meaningful work and employee resilience. Meaningful work, defined as work that holds personal significance and aligns with an individual's values and goals (Deci et al., 2000), is examined as a potential mediator in the relationship between abusive leadership and well-being. The argument is that meaningful work may change the impact of abusive leadership on well-being by providing employees with a sense of purpose and fulfillment. By investigating the mediating role of meaningful work, this paper contributes to the understanding of how the presence of meaningful work may influence the relationship between abusive leadership and employee well-being. Additionally, employee resilience is considered as a potential moderating factor. Resilience refers to an individual's ability to bounce back from adversity and adapt positively to challenging situations (Masten, 2001). It is proposed that employee resilience may play a crucial role in facilitating individuals' ability to cope with abusive leadership and overcome its negative effects on well-being. Through examining the moderating role of employee resilience, this research aims to enhance our understanding of how individuals' inherent strengths and capabilities can influence the impact of abusive leadership on employee well-being. By examining how employee resilience interacts with abusive leadership, we can better understand the factors that either exacerbate or mitigate the negative effects of abusive behaviors. This knowledge can inform the development of targeted interventions and strategies to support employees in coping with and recovering from the adverse effects of abusive leadership. Secondly, studying the moderating role of employee resilience contributes to our understanding of individual differences in responding to workplace challenges. Not all employees react in the same way to abusive leadership, and some individuals may possess inherent strengths, such as resilience, that enable them to navigate and cope with such challenges more effectively (Li et al., 2019). By exploring the moderating role of resilience, we can identify the specific characteristics or coping mechanisms that resilient individuals employ to maintain their well-being despite encountering abusive leadership. This understanding can inform the design of resilience-building programs and interventions in the workplace. Additionally, investigating the moderating role of employee resilience provides valuable insights for organizational leaders and managers. By recognizing the importance of employee resilience, organizations can foster a supportive environment that promotes the development of resilience skills and provides resources to help employees cope with abusive leadership. This, in turn, can contribute to creating healthier and more productive work environments, where employees are better equipped to handle adversity and maintain their well-being. 2 Theoretical framework 2.1 Abusive Leadership Research has shown that employees who experience abusive behaviors from their leaders, this mistreatment also takes a toll on their physical health and overall well-being (Tepper, 2000; Mitchell et al., 2007; Tepper, 2017). When leaders engage in abusive behaviors, such as belittling, insulting, or demeaning their subordinates, it creates a hostile work environment that und...