Abusive Supervision and Its Link to Feedback Avoidance
Workplaces, in an ideal world, would be a haven for growth, productivity, and mutual respect. But alas, reality often presents a stark contrast. Recently, the spotlight has fallen upon the darker facets of organizational behavior — abusive supervision and its cascading effects, including an intriguing phenomenon known as ‘feedback avoidance’.
What is Abusive Supervision?
Abusive supervision refers to a spectrum of destructive behaviors by those in a leadership role. This can encompass both verbal and non-verbal hostility, intentionally excluding any form of physical contact. The hallmarks of such behavior may include public ridicule, aggressive eye contact, breaking promises, the ‘silent treatment,’ or intentionally withholding crucial information[1]. Such conduct undermines the well-being of employees and can significantly impact their performance and behavior, leading to suboptimal organizational outcomes[1].
The Downward Spiral: Emotional Exhaustion and Feedback Avoidance
What follows abusive supervision is often a debilitating state known as ‘emotional exhaustion,’ a chronic state of physical and emotional depletion stemming from the stressors of excessive job demands and continual hassles[2]. As a coping mechanism, many abused subordinates resort to feedback avoidance behaviors — proactive, intentional evasion of interaction or feedback from their supervisors[2].
Feedback avoidance is an intriguing response to abusive supervision. Employees, in an attempt to cope with the abuse, may purposefully avoid their supervisors to shield themselves from additional negative encounters, thus reducing the perceived threat to their well-being[2]. However, this avoidance behavior can often backfire, leading to more resource loss, thus creating a vicious cycle.
Understanding Through the Lens of Conservation of Resources (COR) Theory
These dynamics are well explained by the Conservation of Resources (COR) theory, which posits that individuals strive to protect their valued resources — objects, conditions, personal characteristics, or energies[3]. Abusive supervision threatens these resources, leading to psychological stress and a protective stance to conserve what remains[3].
The real trouble arises when these employees, stuck in this protective mode, are inadvertently trapped in a ‘loss cycle.’ This cycle propounds that any loss, be it perceived or actual, leads to a defensive stance to prevent further losses, which paradoxically often leads to even more resource depletion[3]. This cycle makes individuals increasingly susceptible to future losses and limits their capacity and willingness to acquire future resources, further aggravating the impact of abusive supervision[3].
Addressing the Issue
Abusive supervision, therefore, doesn’t merely harm an individual’s existing resources, but also hampers their ability to garner future resources. It’s a self-perpetuating cycle that drains an organization of its most vital asset — its people. This highlights the urgent need to address abusive supervision to prevent the detrimental cycle of resource loss and to promote healthier, more productive workplace dynamics.
In conclusion, it is essential for organizations to ensure a healthy work environment, where employees feel valued and respected. Identifying and addressing any instances of abusive supervision is crucial. Similarly, understanding the link between abusive supervision and feedback avoidance can help in creating effective strategies that empower individuals, foster open communication, and ultimately build a more resilient and thriving workplace.
References: [1] Griffin & O’Leary-Kelly (2004), Burton & Hoobler (2006), Burton, Mitchell, & Lee (2005) [2] Tepper (2000), Aryee, Sun, Chen, & Debrah (2008) [3] Hobfoll (1989, 2001)
