Article Critique: Read The Following Article On Predictors O

Article Critiqueread The Following Article Predictors Of Abusive Su

Read the following article: “Predictors of Abusive Supervision: Supervisor Perceptions of Deep-Level Dissimilarity, Relationship Conflict, and Subordinate Performance,” by Bennett Tepper, Sherry Moss, and Michelle Duffy. Write your critique in standard essay form. Begin with an introduction that defines the subject of your critique and your point of view. You will need to identify and explain the author's ideas. Include specific passages that support your description of the author's point of view.

Offer your own opinion. Explain what you think about the argument. Defend your point of view by raising specific issues or aspects of the argument. Describe several points with which you agree or disagree and include specific passages from the article (you may summarize, quote, or paraphrase) that provide evidence for your point of view. Explain how the passages support your opinion.

Conclude your critique by summarizing your argument and re-emphasizing your opinion. Your critique should be at least two full pages in length, using 12-point double-spaced Times Roman font using APA format.

Paper For Above instruction

The article “Predictors of Abusive Supervision: Supervisor Perceptions of Deep-Level Dissimilarity, Relationship Conflict, and Subordinate Performance” by Tepper, Moss, and Duffy addresses the critical issue of understanding what factors contribute to abusive supervision in organizational settings. The authors aim to identify specific psychological and relational factors that lead supervisors to engage in abusive behaviors, which can have detrimental effects on subordinate well-being and organizational health. From my perspective, the article presents a comprehensive examination of these predictors, offering valuable insights into how supervisor perceptions and relational dynamics influence abusive supervision.

Firstly, the authors posit that supervisor perceptions of dissimilarity with subordinates—particularly on deep-level attributes such as values, personality, and beliefs—serve as significant antecedents of abusive behaviors. They argue that when supervisors perceive greater dissimilarity, it fosters misunderstandings and negative biases that can escalate to abusive supervision. For instance, the article states, “Supervisor-perceived dissimilarity increases the likelihood of relationship conflict, which, in turn, leads to abusive supervision” (Tepper et al., 2010, p. 182). This part of the argument underscores the importance of perceived relational gaps as catalysts for hostility. I agree with this perspective because misaligned values and personality differences often breed dissatisfaction and hostility in workplace interactions, as supported by organizational behavior research (Nielsen et al., 2018).

Secondly, the article emphasizes the role of relationship conflict as a mediating factor between perceived dissimilarity and abusive supervision. The authors suggest that conflict arising from perceived incompatibility destroys trust and elevates stress levels, thus increasing the likelihood of supervisory abuse. They cite empirical evidence showing that “relationship conflict significantly predicts abusive supervision behaviors” (Tepper et al., 2010, p. 185). I find this point convincing because conflict is inherently disruptive and, when unmanaged, can easily translate into mistreatment or injustice. However, I believe that the article could further explore how conflict management strategies buffer or exacerbate these tendencies. Good conflict resolution can reduce abusive behaviors, a nuance that could deepen the analysis.

Moreover, the authors discuss subordinate performance as a predictor, suggesting that supervisors may respond abusively to perceived incompetence or underperformance. This aligns with social exchange theory, where threatened or negatively evaluated subordinates provoke retaliatory or hostile responses. The article notes, “Supervisors’ perceptions of subordinate performance influence the likelihood of abusive supervision” (Tepper et al., 2010, p. 188). I agree that performance issues can act as triggers for abuse, but I also think this factor interacts with other elements such as supervisor stress levels and organizational culture. Subordinates’ perceived performance should be examined within a broader context, considering environmental and personal stressors.

In my opinion, the article successfully highlights the complex psychological and relational pathways leading to abusive supervision. I appreciate how it combines perceptual biases with interpersonal dynamics, making it clear that abuse is not merely about individual malice but also about perception and context. Nonetheless, I think the authors could have expanded more on organizational factors like leadership training, policies, and external pressures that may mitigate or reinforce abusive behaviors. My critique aligns with the view that abusive supervision is multifaceted and influenced by both individual perceptions and systemic factors, which warrants further research.

In conclusion, Tepper, Moss, and Duffy’s study provides critical insights into the predictors of abusive supervision, emphasizing deep-level dissimilarity perceptions, relationship conflict, and subordinate performance. While I agree with their core propositions, I believe that future research should integrate organizational and cultural dimensions to develop more comprehensive prevention strategies. Overall, this article advances our understanding of how supervisor perceptions and interpersonal conflict can lead to harmful supervisory behaviors and underscores the importance of addressing these issues within workplace interventions.

References

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