This summary is provided by the IPR Organizational Communication Research Center
Dr. Jian Peng, Dr. Qi Nie, and Dr. Yucong Cheng examined how team abusive supervision created team distrust in the supervisor and eventually induced team behavioral resistance to organizational change.
Researchers collected three-wave survey data from 124 teams in four organizations that were part of a large Chinese conglomerate.
Key findings include:
1.) Higher levels of team abusive supervision resulted in higher levels of team cognitive distrust and affective distrust in the supervisor.
2.) Higher levels of team cognitive distrust in the supervisor resulted in greater levels of team behavioral resistance to organizational change.
3.) Higher levels of team affective distrust in the supervisor resulted in greater levels of team behavioral resistance to organizational change.
4.) When teams perceived a greater frequency of organizational change, team abusive supervision impacted team affective distrust more negatively.
— Team behavioral resistance to change also became stronger.
Find the original study here.
