Rising above: Investigating employee exemplification as a response to the experience of shame induced by abusive supervision

Scholars have clearly demonstrated that abusive supervision can precipitate a variety of destructive reactions from employees. Employees, however, do not universally reciprocate mistreatment with their own destructive behaviour and yet our current understanding of how victims of abusive supervision might choose to react less destructively, or potentially constructively, is still limited. Further, we lack a sufficient understanding of the psychological mechanisms that help explain why employees may react less destructively to abusive supervision. Drawing from appraisal theories of emotions, this research investigates whether the emotion of shame helps to explain why employees might engage in exemplification as a relatively constructive coping strategy in response to abusive supervision. An experimental (Study 1) and a field study (Study 2) found that shame mediated the effect of abusive supervision on employee exemplification. We further examined locus of control as a moderator of the indirect relationship between abusive supervision and exemplification and found individuals with internal (compared to external) locus of control were more likely to experience shame from abusive supervision and cope with shame by engaging in exemplification. In turn, the positive relationship between abusive supervision and exemplification, via shame, was strengthened for individuals with internal locus of control. Practitioner points Practicing managers should help guide employees to make more informed judgements about how to react to abuse in ways that are most suitable for their well‐being and career. Common reactions such as leaving the organization or retaliating against the abusive supervisor may not be a good personal and professional choice for employees. As such, employees should know that there are other viable avenues, such as engaging in exemplification, that can help cope with shame induced by abusive supervision. Organizations should identify formal procedures and practices that reward and celebrate employees that go above and beyond. If employees perceive that their exemplification has gone unnoticed, they may feel that their self‐concept is not being restored at their desired rate, consequently driving employees to cope with the feeling of shame through withdrawal (e.g., turnover).