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SOCIAL NETWORK EFFECTS ON ABUSIVE SUPERVISION: SOCIAL BENEFITS AND COSTS OF LEADER AND MEMBER CENTRALITY IN INTRA-TEAM SOCIAL NETWORKS

Park, Hee Man
http://orcid.org/0000-0002-2107-7491
http://rave.ohiolink.edu/etdc/view?acc_num=osu1492769884824961

Abstract Details

2017, Doctor of Philosophy, Ohio State University, Labor and Human Resources.
This dissertation examines the effect of social networks on the occurrence of abusive supervision. Previous study of the predictors of abusive supervision has focused on factors including the leader, follower, and organization, ignoring any relational antecedents that may facilitate or constrain leader abuse. An emerging body of theory and empirical research suggests that leadership is a relational phenomenon. As a result, social networks play an important part in this phenomenon. Thus, I invoke social network frameworks to explain how leader and follower position in intra-team networks—which I define as the structure of social relationships among team members and their leader—influence the frequency of leader abuse. Specifically, considering both benefits and costs of social structure, I hypothesize that leader centrality can both increase and decrease leader abuse. It increases it through ego-depletion and decreases it through leaders’ belief that they are trusted. In addition, I theorize that a team member’s centrality is negatively associated with leader abuse through perceived utility of the team member and yet, positively associated with leader abuse through identity threat. Finally, linking leader and team member centrality, I hypothesize that leader centrality interacts with member centrality such that leader centrality weakens the link between team member centrality and perceived utility and the link between team member centrality and identity threat. Results with 289 leaders across various organizations provided general support for the iii indirect effect of members’ advice network centrality on individual-level abusive supervision (but not for members’ friendship network centrality) and partial support for the effect of leaders’ advice network centrality on leaders’ psychological states, feeling trusted. This dissertation extends abusive supervision and leadership literature by considering abusive supervision as a socially embedded phenomenon and by showing how informal leaders emerge based on social networks, which in turn may lead to unintentional and undesirable consequences.
Bennett Tepper (Advisor)
Howard Klein (Committee Member)
Robert Lount (Committee Member)
James Oldroyd (Committee Member)
130 p.
Management
Social Network Effects on Abusive Supervision; Management; Leader Abuse; Benefits and Costs of Social Structure

Recommended Citations

Citations

  • Park, H. M. (2017). SOCIAL NETWORK EFFECTS ON ABUSIVE SUPERVISION: SOCIAL BENEFITS AND COSTS OF LEADER AND MEMBER CENTRALITY IN INTRA-TEAM SOCIAL NETWORKS [Doctoral dissertation, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1492769884824961

    APA Style (7th edition)

  • Park, Hee Man. SOCIAL NETWORK EFFECTS ON ABUSIVE SUPERVISION: SOCIAL BENEFITS AND COSTS OF LEADER AND MEMBER CENTRALITY IN INTRA-TEAM SOCIAL NETWORKS. 2017. Ohio State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1492769884824961.

    MLA Style (8th edition)

  • Park, Hee Man. "SOCIAL NETWORK EFFECTS ON ABUSIVE SUPERVISION: SOCIAL BENEFITS AND COSTS OF LEADER AND MEMBER CENTRALITY IN INTRA-TEAM SOCIAL NETWORKS." Doctoral dissertation, Ohio State University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=osu1492769884824961

    Chicago Manual of Style (17th edition)

osu1492769884824961
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This open access ETD is published by The Ohio State University and OhioLINK.