The Impact Of Abusive Supervision On Employee Silence

There is an argument since ancient times in China, silence is gold. However, in themodern enterprise, employees are no longer advocated to be silent. Good communicationin organizations is beneficial for transmission of information, make leader grasp actionsof employees and the organization. Silence of employees will inevitably lead to a seriesof serious consequences, such as low employee satisfaction and organizationalcommitment, from a long-term perspective, affect the survival and development of theorganization. Therefore, organizations should take measures to curb the behavior ofemployees of silence. Studies have shown that leadership is one of the important factorsaffecting employee silence. For a long time, researches of leadership has focused ondiscussing the positive leadership behavior, but everything is on both sides, the same asleadership, it both has positive and negative side. Until2000, abusive supervision as adestructive leadership cause the concern of scholars’ attention in the field of leadership.Due to the destructive nature of abusive supervision, it will bring a series ofnegative impact on employees and organizations, and impact employees remain silentthrough the psychological emotion. However, the current study, only emphasis on therelationship between them, but mechanism between them is not discussed deeply.Therefore, this paper introduces lead-member exchange relationship to the studybetween abusing supervision and employee silence, and do research in Chinese privateenterprises, which have obvious "circle" culture, discussing regulation of leader-member exchange between them. First, this paper start from review of abusivesupervision, employee silence behavior and leadership-the relationship, based onconcepts, development and current situation of three variable. It will going to find contactbetween the three variables, then establish assumptions, and use empirical research,issuing questionnaires and collect data. Through descriptive analysis of the data, testhypotheses, and finally concluded.There are some conclusions from this paper:1、Abusive supervision has a positive impact onemployees silence;2、Leading-member exchange negatively regulates positive impact of abusivesupervision on acquiescence silence;3、Leading-member exchange negatively regulates positiveimpact of abusive supervision on defensive silence;4、Leading-member exchange negatively regulates positive impact of abusive supervision on indifferent silence. Based on the aboveconclusions, this paper makes recommendations from the perspective of organizations, managers andemployees: Private enterprises should break the bound of the "circle" culture, and establish smoothchannels of complaints, so that employees can speak their minds freely. That will enable employees togive full play to their wisdom. Managers should pay attention to their management, and update theirknowledge of management theory. They should pay attention to silence of employees in theorganization and treat it properly; individual employees also should learn transposition from theoverall situation, adopt positive attitude to deal with the different leadership of managers. Tocombine the three, it will promote the growth of the organization and individual employees jointly.