ABUSIVE BEHAVIOR: TRICKLE-DOWN EFFECTS BEYOND THE DYAD.

Abstract

The article discusses research on the trickle-down effects of abusive behavior and the dyad in leader behavior. The discussion focuses on: the subordinate's perception of abusive supervision in the form of hostility in verbal or nonverbal communication; a trickle-down model that examines the precursors and consequences of abusive workplace behavior across the hierarchy of manager, supervisor, and employee; social learning and workplace incivility theories; the prediction of turnover intentions among employees, negative attitudes or cynicism toward the abuser, and organizational citizenship behavior.