27:T4f8,

Many innovative products are attributable to employees disobeying the mandate of their supervisors to stop working on a creative idea, that is, creative deviance. Surprisingly, there has been a dearth of empirical research on this important construct, and the possible negative social outcomes of creative deviance remain unexplored. This research integrates psychological ownership theory and motivated information processing theory to theoretically delineate psychological ownership as an antecedent of creative deviance. We further explore social undermining as a negative outcome of creative deviance and investigate the leader–member exchange (LMX) as a boundary condition of the association between creative deviance and social undermining. In a series of three studies, we validate an existing scale for creative deviance, and utilize multiple methods to test our full moderated-mediation model. Findings suggest that creative deviance partially mediates the relationship between psychological ownership and experienced social undermining and LMX attenuates the relationship between creative deviance and experienced social undermining. Our research has important theoretical and practical implications as it explores the darker sides of creative deviance.

28:T4c1,

In this study, we draw from moral exclusion perspective to theorize leader–member exchange (LMX) and subordinate goal orientation as antecedents of abusive supervision. In addition, we integrate LMX theory to propose LMX as a mediating mechanism through which goal orientation influences abusive supervision and consequently task performance. We tested our hypotheses through two cross-cultural multi-method studies. In a field study with South Korean employees (Study 1), we found that LMX and abusive supervision serially mediated the relationship between performance-prove goal orientation (PPGO) and task performance. In an online vignette study with American employees (Study 2), we found that LMX and learning goal orientation were negatively associated with abusive supervision. Furthermore, we found support that LMX mediated the relationship between all three dimensions of goal orientation (learning, performance-prove, and performance-avoid) and abusive supervision. Combing both studies, we found strong evidence that subordinates with high PPGO form positive relationships with their supervisors which elicit less supervisory abuse. Implications for management theory and practice are discussed.

29:T4c6,

Despite the extensive interest in abusive supervision, there remains conceptual ambiguity surrounding it, specifically concerning the overlap between leaders’ actions and subordinates’ perceptions. Drawing from leadership categorization theory, we propose that authoritarian leadership activates subordinates’ anti-prototype of leaders and perceptions of more abusive supervision. Moreover, such a relationship is moderated by subordinates’ ideal and typical leadership schema, with the former representing individual preference and the latter representing the social norm. Using an experiment (N = 344) and a multi-wave field study (N = 249), we found that subordinates holding high ideal leadership prototypicality (e.g., my ideal leader is sensitive) and low typical leadership anti-prototypicality (e.g., other leaders are domineering) perceive more leadership anti-prototypicality and more abusive supervision when faced with authoritarian leadership. Our research enriches the existing literature on leadership by providing a cognitive perspective that explains how subordinates’ implicit leadership schemas play a role in the leadership perception process.

2a:T4bf,

Bullying is an adverse workplace phenomenon that requires serious attention by leaders and managers. Drawing upon Social Identity Theory, Optimal Distinctiveness Theory, and Victim Precipitation Theory, this study investigates how inclusive leadership is associated with workplace bullying (WB). It also examines the mediating role of psychological s