#4825. Abusive Supervision and Supervisor-Directed Deviance: A Social Network Approach

August 2026publication date
Proposal available till 28-05-2025
4 total number of authors per manuscript0 $

The title of the journal is available only for the authors who have already paid for
Journal’s subject area:
Sociology and Political Science;
Organizational Behavior and Human Resource Management;
Business and International Management;
Strategy and Management;
Management Science and Operations Research;
Places in the authors’ list:
place 1place 2place 3place 4
FreeFreeFreeFree
2350 $1200 $1050 $900 $
Contract №4825.1 Contract №4825.2 Contract №4825.3 Contract №4825.4
1 place - free (for sale)
2 place - free (for sale)
3 place - free (for sale)
4 place - free (for sale)

Abstract:
Supervisor-directed deviance is a well-established consequence of abusive supervision. However, prior accounts of the abuse–deviance relationship have overlooked the role played by power embedded in subordinates’ informal social context. To address this gap, we draw on power-dependence theory and use a social network approach to explain the link between abusive supervision and supervisor-directed deviance. In doing so, we propose a three-way interaction in which the abuse–deviance relationship is impacted by two components of informal power: subordinate social network centrality and subordinate influence. In particular, we propose that the relationship will be the strongest when subordinates have high betweenness centrality and high influence. Our results provide support for the notion that supervisor-directed deviance emerges most strongly as a consequence of abusive supervision for employees who wield informal power in their organization.
Keywords:
abusive supervision; deviance; power; social networks

Contacts :
0