Curr Psychol (2016) 35:77–82
DOI 10.1007/s12144-015-9363-5
Coping with Abusive Supervision: the Neutralizing Effects
of Perceived Organizational Support and Political Skill
on Employees’ Burnout
Xiaoyan Li 1 & Jing Qian 2 & Zhuo Rachel Han 3 & Zhuyun Jin 3
Published online: 2 August 2015
# Springer Science+Business Media New York 2015
Abstract While research into the antecedents of burnout has
steadily grown, the relationship between abusive supervision
and burnout remains largely unknown. In addition, we know
little about the contingencies under which abusive supervision
may be related to employees’ burnout. This study aims to
examine the contingency side of the abusive supervision-
burnout relationship by addressing the exploratory question
of whether perceived organizational support and individual
differences in political skill play moderating roles in the abu-
sive supervision-burnout relationship. The present article de-
veloped a model and tested it with data from a sample of 248
supervisor–subordinate dyads. We hypothesized and found
that (1) Abusive supervision was positively associated with
burnout; (2) the positive relationship between abusive super-
vision and burnout was moderated by the employees’ per-
ceived organizational support in such a way that the relation-
ship was weaker for employees who perceive higher rather
than lower organizational support; (3) the positive relationship
between abusive supervision and burnout was moderated by
the employees’ political skill in such a way that the
* Jing Qian
jingqianbnu@outlook.com
Xiaoyan Li
lxywww@126.com
Zhuo Rachel Han
rachhan@bnu.edu.cn
Zhuyun Jin
jinzhuyun@foxmail.com
1
School of Business, Jiangxi Normal University, Nanchang, China
2
Business School, Beijing Normal University, Beijing 100875, China
3
Beijing Key Laboratory of Applied Experimental Psychology,
School of Psychology, Beijing Normal University, Beijing 100875,
China
relationship was weaker for people with high, rather than low-
er level of political skill.
Keywords Burnout . Abusive supervision . Perceived
organizational support . Political skill
The burnout syndrome refers to three distinct psychological
responses to chronic work stress in which employees feel
emotionally “spent” or depleted of emotional resources (emo-
tional exhaustion), display a detached attitude towards others
(depersonalization), and experience a low sense of efficacy at
work (reduced professional efficacy) (Maslach and Jack-
son 1986). It has been consistently linked with physiolog-
ical and affective outcomes (Burke and Greenglass 1995;
Cherniss 1992; Lee and Ashforth 1988) as well as with
organizational consequences such as reduced level of per-
formance, negative work attitudes and increased turnover,
absenteeism, and organizational health care costs (Camer-
on et al. 1994; Jackson et al. 1986; Lee and Ashforth
1996; Wolpin et al. 1991; Wright and Bonett 1997;
Wright and Cropanzano 1998). In light of this, it is not
surprising that scholars and practitioners alike have
sought to identify the antecedents of burnout in order to
effectively prevent and reduce it in the work context (e.g.,
Halbesleben and Buckley 2004). Various personal charac-
teristics such as extraversion and agreeableness as well as
contextual factors such as job characteristics of perceived
control and autonomy at work have been identified as the
antecedents of burnout (Alarcon 2011).
A recent study conducted by Chen and colleagues (2015)
suggested that leadership style is an important factor in the
service industry. Given the dominant role of supervisors in
the workplace, one key factor that may have substantial im-
pact on employees’ burnout level is the supervisors’ behaviors
78
and practice. Abusive supervision, a form of nonphysical ag-
gression, is a reality of today’s organization and, much of the
extant research has, not surprisingly, focused on the influence
of abusive supervision on employees’ stress-related outcomes
(e.g., Keashly et al. 1997; Tepper 2000, 2007). Defined as
“subordinates’ perceptions of the extent to which leaders en-
gage in the sustained display of hostile verbal and nonverbal
behaviors, excluding physical contact” (Tepper 2000, p. 178),
abusive supervision has been empirically linked with em-
ployees’ burnout (e.g., Carlson et al. 2012).
More recently, leadership researchers have adopted an in-
teractional approach in arguing that leadership or managerial
practice’s influence on subordinates may be contingent upon
certain contextual and personal factors (e.g., Qian et al. 2012;
Wang et al. 2005). This approach suggests that to fully
understand the relationship between abusive supervision
and subordinates’ burnout, one also needs to look at the
potential moderators to see a more complete picture. In
this study, we examine one example of a contextual mod-
erator (i.e., perceived support from the organization) as
well as one example of an individual moderator (i.e., fol-
lowers’ political skill) for the relationship between abu-
sive supervision and burnout. By doing so, our research
seeks to provide a more complete picture about the influ-
ence of abusive supervision on burnout level.
Randall et al. (1999) defined perceived organizational sup-
port (POS) as employees’ perceptions about the extent to
which an organization values them and cares about their wel-
fare and well-being (Eisenberger et al. 1986; Loi et al. 2006).
Research has suggested that POS serves as “a social-
emotional resource for employees” when the need for support
is salient (Armeli et al. 1998, p. 289). For example, Armeli
et al. (1998) found that POS can alleviate police officers’ need
for social-emotional support. In the present study, we suggest
that POS could buffer the harmful effect of abusive supervi-
sion on employees’ burnout. This could ease the resource and
emotion constraints suffered by those under abusive supervi-
sion, and the positive relationship between abusive supervi-
sion and burnout could therefore be weakened if the POS is
higher.
Unsurprisingly, it is observed in the workplace that not all
employees who have been abused by their supervisors expe-
rience the same level of burnout, highlighting the fact that the
relationship between abusive supervision and burnout may be
influenced by employees’ individual differences. In this study,
we explore the moderating role of employees’ political skill
on the relationship between abusive supervision and burnout.
Political skill refers to “the ability to effectively understand
others at work, and to use such knowledge to influence others
to act in ways that enhance one’s personal or organizational
objectives” (Ferris, Treadway, et al. 2005: 127). Research by
Ferris and colleagues (e.g., Ferris et al. 2002; Ferris,
Treadway, et al. 2005) has described individuals possessing
Curr Psychol (2016) 35:77–82
political skill as those who are keenly aware of their social
context, are able to accurately interpret others’ behaviors and
motives, and to manage social interactions. Politically skillful
individuals have better abilities in interpersonal interactions
and view these interactions as opportunities, rather than
threats (Perrewé et al. 2000; Ferris et al. 2005, 2007). Al-
though employees with political skills may still experience
abusive supervision, possessing more political skills can help
them manage their supervisors’ behaviors and may potentially
influence the supervisors’ interactions with them. As a result,
the positive relationship is weaker for employees with high
political skill.
In the present study, we hypothesize that (1) abusive super-
vision is positively related to employees’ burnout; (2) em-
ployees’ perceived organizational support moderates the pos-
itive relationship between abusive supervision and burnout in
such a way that the relationship will be weaker for employees
who perceive higher rather than lower organizational support
and (3) employees’ political skill moderates the positive rela-
tionship between abusive supervision and burnout in such a
way that the relationship is weaker for people with high, rather
than lower level of political skill.
Methods
Sample and Procedure
We collected data in person from a hotel group located in a
major city in China. The supervisor questionnaires were dis-
tributed to 64 supervisors at a company meeting held for su-
pervisors. This was one of the four meetings during that
month, all of which were designed for training purpose to limit
the size of each meeting. The participants for each meeting
were randomly selected by computer. With the permission of
the human resources department, we obtained the names of
their subordinates and randomly selected 5 subordinates for
each supervisor from the direct name list via a computer pro-
gram. With the help of the human resources department, we
administered separate questionnaires to 64 supervisors and
320 of their immediate subordinates. Each questionnaire was
assigned an identification number so the responses of the sub-
ordinates could be matched with the evaluations of their im-
mediate supervisors. Subordinates were asked to provide in-
formation about their demographic variables, perceived abu-
sive supervision, burnout, and perceived organizational sup-
port, while their supervisors were asked to rate the subordi-
nates’ political skill.
To ensure confidentiality, the respondents were instructed
to complete the questionnaires, seal them in the return enve-
lope, and deliver them at a company meeting for all employees
(both supervisory and non-supervisory) 2 weeks later. Specif-
ically, they were instructed to put the finished questionnaires
Curr Psychol (2016) 35:77–82
in a designated box located at the front of the meeting venue.
Text messages were sent to the participants the day before the
meeting and they were instructed to put the finished question-
naires in a designated box located at the front of the meeting
venue.
Of the questionnaires distributed, 57 supervisor and 248
subordinate questionnaires were returned, representing re-
sponse rates of 89.06 and 77.5 % respectively. All data were
entered into SPSS 22 for data analysis and the MODPROBE
macro, an aid for probing single-degree-of-freedom interac-
tions in OLS (ordinary least squares) and logistic regression,
were used to probe moderation models. The average number
in each workgroup was 4.35. Subordinate respondents were
predominantly male (62.1 %), reported an average age of
32.58 years (SD=8.28), an average organizational tenure of
6.31 years (SD = 3.99), and an average team tenure of
4.18 years (SD=2.21).
Measures
To ensure measure equivalence between the Chinese and En-
glish versions, the translation and back-translation method
(Brislin 1990) was applied. With the exception of the burnout
scale, we used a 5-point response scale ranging from “strongly
disagree” (1) to “strongly agree” (5) for all items. For burnout,
the seven-point response scale ranging from 0 (never) to 6
(daily) was applied.
Abusive Supervision We measured abusive supervision with
a 15-item scale developed by Tepper (2000) which has previ-
ously been used in a Chinese context (e.g., Aryee et al. 2007;
Liu et al. 2010). Sample items are “My supervisor tells me my
thoughts or feelings are stupid” and “My supervisor expresses
anger at me when he/she is mad for another reason.” The
scale’s alpha reliability in this study is .73.
Burnout The Maslach Burnout Inventory – General survey
(16 items) was used to measure subordinates’ burnout
(Maslach and Jackson 1986). This instrument includes ex-
haustion (five items; e.g., “I feel used up at the end of a work
day”), cynicism (five items; e.g., “I doubt the significance of
my work”) and professional efficacy (six items; e.g., “I can
effectively solve the problems that arise in my work”). High
scores on exhaustion and cynicism and low scores on profes-
sional efficacy are indicative of burnout. The reliability esti-
mate for the scale was .71.
Perceived Organizational Support Prior research has con-
sistently shown the high internal reliability and unidimension-
ality of the Survey of Perceived Organizational Support
(SPOS; Eisenberger et al. 1986; Eisenberger et al. 1990;
Shore and Tetrick 1991) in both its full and shortened ver-
sions. Following previous research (e.g., Eder and
79
Eisenberger 2008), the six-item version was used in this study.
A sample item is “[Organization name] values my contribu-
tion to its well-being.” The reliability estimate for the scale
was .91.
Political Skill The Political Skill Inventory of 18 items devel-
oped by Ferris et al. (2005) was used in a translated version.
Sample items included: “He/she spends a lot of time and effort
networking with others”; “It is easy for him/her to develop
good rapport with most people”; and “He/she is able to com-
municate easily and effectively with others.” The reliability
estimate for the scale was .83.
Control Variables We controlled for the participants’ age,
gender, education, and company tenure. Age, education, and
company tenure were measured by number of years. Gender
was coded 0 for “female” and 1 for “male.”
Data Analytic Strategies
First, preliminary analyses evaluating the descriptive statistics
and correlations among study variables, and possible group
differences in study variables based on demographic
characteristics were performed. Next, the two moderation
models, with perceived organizational support and political
skill as moderators on the relations between abusive
supervision and job burnout were tested using SPSS
MODPROBE macro, developed by Hayes and Matthes
(2009) for estimating the single-degree-of-freedom interac-
tions in Ordinary Least Square (OLS) and logistic regression.
Preacher et al. (2007) demonstrated that moderation is
established when the independent variable and moderator sig-
nificantly interact and the bootstrapped confidence interval
does not contain zero.
Results
Preliminary Analyses
See Table 1 for mean scores, standard deviations and
Pearson’s correlations among study variables (i.e., abusive
supervision, job burnout, organizational support, and political
skill). All study variables are normally distributed and the
relations among variables appear linear. Abusive supervision
and job burnout significantly and positively correlated. There
was no significant correlation between organizational support
and other study variables (abusive supervision, job burnout
and political skill). And there was no significant correlation
between political skill and other study variables (abusive su-
pervision, job burnout and organizational support). Initial
analyses also examined participants’ age, gender, education,
and company tenure differences on all variables. Pearson’s
80 Curr Psychol (2016) 35:77–82

6
Table 1 Means, standard deviations, and correlations among study
variables
5
Mean SD 1 2 3

1. Abusive supervision 2.87 0.34 4

2. Job burnout 4.27 0.54 0.23**

Burnout
Low organizational
3. Organizational support 3.91 0.81 0.06 0.10 3 support
4. Political skill 3.28 0.68 0.08 −0.03 0.07 High orgniazational
support
2
* p<.01, ** p<.001

correlational test demonstrated that age was negatively asso-

ciated with abusive supervision, r (248)=−.13, p=.041, and
positively associated with political skill, r (248)=.14, p=.024.
There was no significant difference of years of company ten-
ure on any study variable. Independent samples t-tests dem-
onstrated no gender difference on any study variable. One-
Way ANOVA tests showed no education or tenure differences
on any study variable.
The first moderation analysis examined whether perceived
organizational support moderated links between abusive su-
pervision and job burnout. Applying the MODPROBE
macros for moderation analysis, the conditional effect of per-
ceived organizational support was estimated at values of one
standard deviation below the mean, the mean, and one stan-
dard deviation above the mean. Demographic variables (i.e.,
participants’ age, gender, education, and year of company
tenure) were also entered in the model as controlled variables.
Results showed that perceived organizational support moder-
ated the relations between abusive supervision and job burn-
out (Table 2). As shown in Fig. 1, the conditional effect esti-
mates indicated that the interaction between abusive supervi-
sion and job burnout was such that abusive supervision and
job burnout was positively associated for low organization
support group, b=.66, p<.000, 95 % CI=(.3760, .9415),
whereas the association was positive but not significant for
high organizational support group, b=.48, p=.481, 95 %
Table 2 Results of ordinary least square regression analyses
0
Low High
abusive abusive
Fig. 1 Interaction between abusive supervision and perceived
organization support on job burnout
CI=(−0.1697, 0.3595). High and low perceived organization-
al support groups were defined by means.
Similarly, the second moderation analysis examined wheth-
er political skill moderated the relations between abusive su-
pervision and job burnout. Applying the MODPROBE macros
for moderation analysis, the conditional effect of political skill
was estimated at values of one standard deviation below the
mean, the mean, and one standard deviation above the mean.
Demographic variables were again controlled in the model.
Results showed that political skill moderated the links between
abusive mentoring and job burnout (Table 2). Specifically, as
shown in Fig. 2, the conditional effect estimates indicated that
the interaction between abusive supervision and political skill
was such that abusive supervision and burnout was positively
and significantly associated for low political skill group,
b=.62, p=.000, 95 % CI=(.3461, .8967), whereas the associ-
ation was positive but non-significant for high political skill
group, b=.11, p=.419, 95 % CI=(−0.1648, 0.3945). High and
low political skill groups were defined by means.

Moderator b (SE) t R2 F 6

Perceived organizational 0.09 8.01** 5

support (POS)
Abusive supervision 0.37 (0.10) 4.85** 4
(AS)
Burnout

Job burnout (JB) 0.04 (0.04) 1.05 3 Low Political Skill

AS*POS −0.35 (0.12) −2.85* High Political Skill

2
Political skill (PS) 0.08 6.98**
Abusive supervision 0.37 (0.10) 3.75** 1
(AS)
Job burnout (JB) −0.03 (0.05) −0.66 0
Low Abusive High Abusive
AS*PS −0.37 (0.15) −2.51*
Fig. 2 Interaction between abusive supervision and political skill on job
* p<.05, ** p<.01 burnout
Curr Psychol (2016) 35:77–82
Discussion
While research into the antecedents of burnout has steadily
grown, the relationship between abusive supervision and
burnout remains largely unknown. In addition, we know little
about the contingencies under which abusive supervision may
be related to employees’ burnout. To this end, our study sug-
gests three findings. First, abusive supervision was positively
associated with burnout. Second, the positive relationship be-
tween abusive supervision and burnout was moderated by the
employees’ perceived organizational support in such a way
that the relationship was weaker for employees who perceive
higher rather than lower organizational support. Third, the
positive relationship between abusive supervision and burnout
was moderated by the employees’ political skill in such a way
that the relationship was weaker for people with higher, rather
than lower, level of political skill.
The results of the present study provide important theoretical
contributions to the literature on abusive supervision and burn-
out in three ways. First, this study increases our understanding
of the effects of supervisors’ behaviors and managerial practice
on employees’ burnout level by examining one threat to em-
ployees’ burnout at work: abusive supervision. In addition, our
study provides further support for a previous study linking abu-
sive supervision with burnout (Carlson et al. 2012) while testing
our model on a Chinese sample. Second, our study advocated
an underrepresented perspective on the contingency effect of
antecedents’ influence on burnout. We addressed the explorato-
ry question of whether a contextual factor of perceived organi-
zational support and an individual difference variable of polit-
ical skill moderate the relationship between abusive supervision
and burnout. To the best of our knowledge, no study has exam-
ined moderating effect on the relationship between abusive su-
pervision and burnout. In response to Carlson and colleagues’
(2012) call for further research into this area, we have demon-
strated that abusive supervision and burnout was moderated by
perceived organizational support and political skill.
There are several practical implications that can be derived
from our findings. First, abusive supervision is costly for both
organizations and employees in terms of generating burnout.
Our work suggests a need for organizations to send a clear
message to supervisors that these hostile and harmful behaviors
will not be tolerated. The most salient findings of this study are
that perceived organizational support could buffer the harmful
effect of abusive supervision on employees’ burnout. Thus, in
addition to preventing abusive supervision in the work context,
organizations should implement fair and equitable policies and
practices as well as building a friendly organizational work
climate for individual employees to perceive high level of sup-
port from the organization (Tepper et al. 2008; Thau et al. 2009;
Zellars et al. 2002). For example, when abusive supervision
occurs and is experienced by employees, certain channels such
as an employee assistance program (EAP) or other support
81
resources such as counseling and well-being workshops are
available for them to seek help and assistance. In terms of the
moderating role of employees’ political skill, our study suggests
that political skill could weaken the harmful influence of abu-
sive supervision on burnout. Hence, organizations should pref-
erentially hire employees with greater political abilities while
providing training as well as mentoring programs to encourage
employees to develop their political skills (Armstrong-Stassen
and Ursel 2009; Eder and Eisenberger 2008).
The limitations of our study also point to a possible direction
for future research. One of the main weaknesses of the present
study was the use of a cross-sectional design, which does not
allow for an assessment of the causality of the relationship
examined. Additional quasi-experimental or longitudinal stud-
ies would be useful in testing the underlying causality of the
relationships researched in this study. Another limitation of the
current study relates to the generalizability of our results. The
study was conducted in the hotel industry with 248 participants.
We don’t know whether these results would generalize to other
settings or other cultures. Generalizability of the present find-
ings should therefore be examined in future studies in other
types of organizations and cultures. Finally, we only examined
the association between individual employees’ perceptions
about their supervisors’ abusive supervision and their burnout
levels at the individual level. Recent studies have demonstrated
theoretical and empirical evidence that abusive supervision can
also occur at the group level (Aryee et al. 2007; Priesemuth
et al. 2014). Future studies could therefore examine abusive
supervision at the group level to investigate how abusive super-
vision may affect the group at large.
Conclusion
Given the high costs and deleterious effects associated with
burnout, organizations often face the challenge of preventing
and reducing employees’ burnout in the workplace. Our study
addresses this challenge by suggesting that supervisors’ abu-
sive supervision is positively related with burnout. Our results
also highlight that this relationship is contingent upon em-
ployees’ perceived organizational support and political skill.
Acknowledgments This research is supported by the national Natural
Science Foundation of China (project 71302022 & 71162008), Jiangxi
Social Science Foundation (14GL11) and the Fundamental Research
Funds for the Central Universities (project SKZZY2014022,
SKZZA2014003 & SKZZX2013032).
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