When Abuse Rewards Silence: How Neurotic Employees Protect Themselves Through Defensive Quietness

What is it about?

This study explores how abusive supervision—when leaders mistreat or verbally demean employees—can paradoxically lead to better supervisor-rated performance in certain contexts. Drawing on conservation of resources (COR) theory, the authors argue that employees under abusive leaders may adopt defensive silence as a coping mechanism to avoid further harm. In such cases, employees stay quiet, suppress complaints, and avoid conflict, which can make them appear more compliant and cooperative in their supervisors’ eyes. Using multi-source, three-wave data from employees and supervisors in Pakistan, the study finds that when leaders use verbal abuse, employees often stay silent to protect themselves and preserve harmony. Although this defensive silence is emotionally taxing, it can lead to higher performance ratings, as abusive leaders reward compliance. The effect is stronger among employees high in neuroticism, who are more emotionally sensitive and thus more likely to use silence as a self-protective response to stress. In practice, these findings expose a troubling paradox: in power-distant, collectivistic cultures, employees may believe that staying quiet under abusive leadership preserves career stability, but this silence also perpetuates toxic leadership. Organizations should recognize and address abusive behaviors, ensure safe reporting channels, and build psychologically supportive environments where employees feel secure voicing concerns without fear of retaliation.

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Photo by Vitaly Gariev on Unsplash

Photo by Vitaly Gariev on Unsplash

Why is it important?

This study is unique in showing that defensive silence can temporarily shield employees from the negative effects of abusive supervision, offering insight into why poor leadership sometimes coexists with high performance ratings. It also highlights the moderating role of neuroticism, emphasizing how personality influences coping with toxic workplace dynamics. Its timeliness lies in addressing the persistence of abusive supervision in Pakistani organizations, where cultural hierarchies discourage confrontation. As global organizations seek to enhance psychological safety and ethical leadership, this research underscores the need to challenge silent coping strategies that protect employees in the short term but sustain harmful power dynamics over time.