The following article may steer you in the right direction:
Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis and research agenda. Journal of Management, 33:361-289.
In the article, Tepper makes reference to a study by Duffy et al. (2002), which suggested that when supervisors simultaneously engage in both supportive and abusive behavior, subordinates experience more deleterious effects than if the supervisor were to just engage in abusive behavior alone. The citation for that article is:
Duffy, M.K., Ganster, D., & Pagon, M. 2002. Social undermining in the work place. Academy of Management Journal, 45: 331-351.
--
Josh Rosenberg Daneri
Director of Publications, Cornell HR Review
School of Industrial & Labor Relations
Cornell University | MILR Class of 2011
2010/9/3 Kevin Kelloway
<kevin.kelloway@smu.ca> You might look at bamberger's (1999, ILRR) research on last chance agreements as a place to start
E. Kevin Kelloway, PhD Canada Research Chair in Occupational Health Psychology, Director CNCOHS Saint Mary's UniversityHalifax NS B3H 3C3
Date: Fri, 03 Sep 2010 16:49:17 -0400
Subject: [OB-LIST] "tough love" research?
Does anybody know of any theoretical and/or empirical efforts -- by HR scholars (or maybe by others) -- to operationalize the concept of "tough love" in a manager-employee setting, and to look at its effects on performance? (Maybe this is just a pop psychology concept, and hasn't been tested by scholars.) How about research on metaphorically similar ideas such as "loose-tight" management discussed in In Search of Excellence?
-- Steve Kelman
Albert J. Weatherhead III and Richard W.
Weatherhead Professor of Public Management
Editor, International Public Management Journal
Tel: 617-496-6302
Personal Homepage:
http://www.ksg.harvard.edu/fs/skelman
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http://www.tandf.co.uk/journals/titles/10967494.asp
"The Lectern," my blog on FCW. com
http://www.fcw.com/blogs/thelectern/