Abstract
This study is designed to explore and identify the impact of Hofstede’s cultural dimensions on employees’ perception of their supervisory abuse in a cross-cultural context e.g. Australia and Pakistan. This study is aconceptual and a literature review in nature, since the aim was to highlight and identify with the help of prior research the impact of Hofstede’s cultural dimensions on the employees’ perception of their supervisory abuse in a western and eastern cultural context e.g. Australia and Pakistan. The researcher with the help of literature review developed some propositions that show the impact of these cultural dimensions on employees’ perceptionof abusive supervision in two different cultural contexts that can play a vital role in moderating employees’ perception of supervisory abuse in a cross-cultural context e.g. Australia and Pakistan. The paper concludes that although abusive supervision exist in almost all countries and cultures but the intensity of abusive supervision and the subordinate’s perception of their supervisory abuse is based upon their cultural values and norms which play an important role in shaping their perception regarding their supervisory abuse. The researcher has presented the Hofstede’s cultural dimensions comparison table which distinguished these two countries e.g. Australia and Pakistan on multiple dimensions from each other and furthermore, it provide an important future research direction for an empirical investigation of subordinate’s perception of supervisory abuse in these two countries e.g. Australia and Pakistan. Furthermore, study limitations and future research directions have alsobeen discussed in this paper.
Highlights
The dark-side of a leadership ‘Abusive Supervision’ referred by Tepper (2000, p. 178) is the ‘...subordinates’ perception of the extent to which supervisors engage in the sustained display of hostile verbal and non-verbal behaviours, excluding physical contact’
The supervisory abuse in an organizational context falls in the domain of ‘Abuse’ which is of two kinds and which is even evident from the Tepper’s definition of abusive supervision whose definition is based upon ‘verbal and non-verbal behaviour, excluding physical contact’ (Tepper, 2000, p. 178) means that there is another type of abuse called physical abuse (Keashly, Trott, & MacLean, 1994; Yıldız, 2007)
That’s why on the basis of their cultural dissimilarities, the researcher has tried to identify and proposed differences in the perceptions of the employees regarding abusive supervision which is even evident from the table 2 of the Hofstede’s 5-D Model of Cultural Comparison. The score of these cultural dimensions e.g. power distance, Individualism, Masculinity, Uncertainty Avoidance, Long-term Orientation shows the differences in these two cultures
Summary
The dark-side of a leadership ‘Abusive Supervision’ referred by Tepper (2000, p. 178) is the ‘...subordinates’ perception of the extent to which supervisors engage in the sustained display of hostile verbal and non-verbal behaviours, excluding physical contact’. The domain of abusive supervision includes breaking promises, withholding important information, rudeness, threats, public criticism, the silent treatment, inconsiderate actions, ridiculing in front of others, the use of disparaging language, and general intimidation tactics (Bies & Tripp, 1998, 2005; Zellars, Tepper, & Duffy, 2002) It is not one time show but is a sustained display of such abusive behaviour (Tepper, 2000). Vol 9, No 12; 2014 the leadership style that is effective in the United States may not be effective in another country From this standpoint, it is comprehensible that the needs for further study regarding employees’ perceptions of abusive supervision in another cultural setting are desirable especially in a developed versus a developing country context. The researcher has tried to highlight and identified the cultural differences in context of Hofstede’s cultural dimensions, in these two countries e.g. Australia and Pakistan that how the subordinates in these two totally different cultural contexts perceive supervisory abuse
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