When and How Subordinate Performance Leads to Abusive Supervision: A Social Dominance Perspective
研究发现，高绩效下属也可能引发上司的辱虐管理，因为上司感知到等级威胁，且这种效应在上司社会支配倾向高时更明显。
While we would typically expect poor performers to elicit abusive responses from their supervisors, we theorize that high performers may also be victims of abusive supervision. Specifically, we draw on social dominance theory to hypothesize and demonstrate that subordinate performance can have a positive, indirect effect on abusive supervision through the mediator of perceived threat to hierarchy. And this positive indirect effect prevails when the supervisor’s social dominance orientation is high. We found support for our theoretical model using data collected from supervisor–subordinate dyads.