Impact Of Perceived Abusive Supervision on Employees Work Behavior: Role of Knowledge Hiding and Employee Resilience

Abstract

This doctoral research investigates the impact of perceived abusive supervision on employees’ work behavior, with a focus on the mediating role of knowledge hiding and the moderating role of employee resilience. Grounded in Social Exchange Theory (SET) and Conservation of Resources (COR) Theory, the study posits that abusive supervision characterized by sustained hostile behaviors from supervisors undermines employees’ trust and psychological safety, leading to defensive responses such as knowledge hiding, which subsequently shape in-role, extra-role, and deviant behaviors. A quantitative, cross-sectional design was used, and data were collected through a structured questionnaire from employees working in private sector banks across Khyber Pakhtunkhwa, Pakistan. A total of 352 valid responses were obtained through multi-stage convenience sampling. Data analysis was conducted using SPSS, AMOS, and Hayes’ PROCESS Macro, including descriptive statistics, confirmatory factor analysis, and mediation and moderation testing with bootstrapping (5,000 samples). Findings revealed that perceived abusive supervision increases knowledge hiding, reduces in-role and extra-role behaviors, and heightens deviant behaviors. Knowledge hiding significantly mediated the relationship between abusive supervision and employee outcomes. Moreover, employee resilience moderated these effects, buffering the negative consequences of abusive supervision by enabling employees to maintain performance and positive engagement. The study contributes to theory by integrating SET and COR Theory to explain how abusive supervision erodes social reciprocity and depletes personal resources, prompting knowledge withholding and behavioral withdrawal. It extends knowledge hiding research by identifying it as a key mechanism linking destructive leadership to employee outcomes.  Practically, the study highlights the need for leadership training, anti-abuse policies, and resilience-building interventions to reduce workplace toxicity and foster constructive behaviors. Overall, this research enhances understanding of the affective and behavioral consequences of abusive supervision within developing economies’ service sectors, emphasizing the need for supportive leadership and resilient workforce development.