Management Practice Insights
DOI: 10.59571/mpi.v3i1.2
Year: 2025, Volume: 3, Issue: 1, Pages: 7-12
Original Article
Tanvi Mankodi 1, Mitthi Jyoti Sharma 1
1 Assistant Professor, Organisation & Leadership Studies. Lead for Teaching Excellence & Teaching Development, SPJIMR.
2 Doctoral Scholar in Organisation & Leadership Studies department at SPJIMR.
Correspondance
Received Date:03 December 2024, Accepted Date:13 February 2025, Published Date:31 March 2025
Problem of Practice:
One of the pervasive leadership challenges faced by organizations globally today is balancing high performance with the well-being of employees. Organizations often overlook or downplay abusive behaviors exhibited by star performers. However, the impact of abusive supervision extends far beyond individual victim outcomes. It affects organizational culture, erodes trust, collaboration and team morale. Moreover, when high performers engage in abusive behaviors, it signals to others that success justifies poor behavior, setting a toxic precedent. A recent study by Robert B. Lount Jr., Woohee Choi and Bennett J. Tepper talks about how a leader's performance sets the tone on how the employees perceive them — as an abuser or a 'tough love' leader.1 This essay discusses how senior leaders and middle management can identify and address abusive supervision in their organizations
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© 2025 Published by SPJIMR. This is an open-access article under the CC BY license (https://creativecommons.org/licenses/by/4.0/)
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