Abstract:
We explore whether abusive supervision may occur more in mixed-race supervisor-subordinate dyads. Specifically, our model tests whether, in mixed-race dyads, a manager’s implicit racial bias may be associated with racial microaggressions, and, subsequently, subordinates’ perceptions of the degree to which that manager is an abusive supervisor. Social identity theory supports the why of these predictions. We also test when it may be possible for some managers to overcome their racial biases—by engaging in behaviors reflective of viewing their subordinates as individuals, rather than members of another race, via individuation theory. In this vein, we investigate a way in which race-based mistreatment and abusive supervision may be mitigated. We tested our predictions in 137 manager-employee dyads in two chemical manufacturing firms in South Africa. We found a positive relationship between manager implicit racial bias and abusive supervision, and that this relationship is lessened by individualized consideration–a moderator of the mediated effect of manager racial microaggressions on bias and abuse. Thus, our hypotheses were supported. We conclude with implications for victimized employees, and possible strategies to combat race-based aggression for organizations.
