Impact of Abusive Supervision on Knowledge Sabotage and Employee Creativity: A Mediation Perspective

Abstract

This study investigates the impact of abusive supervision on knowledge sabotage and employee creativity, with particular emphasis on the mediating role of key organizational and psychological factors within the pharmaceutical sector. It explores how negative leadership behaviors influence employees’ knowledge-related actions and creative performance, and how supportive organizational mechanisms help explain these relationships. Specifically, the study highlights the roles of Adaptive Business Strategy (ABS) and Psychological Safety (PS) as mediating mechanisms linking supervisory behavior to employee outcomes. A quantitative, cross-sectional research design was adopted, using structured questionnaires complemented by interviews and focus group discussions. Data were collected from 275 employees and managers in pharmaceutical organizations through purposive sampling. Standardized measurement scales on a five-point Likert scale were used, and reliability was confirmed (Cronbach’s α = 0.794). Ethical considerations, including confidentiality and voluntary participation, were strictly maintained. The findings indicate that abusive supervision is associated with higher levels of knowledge sabotage and reduced employee creativity. The results emphasize that the impact of abusive supervision on employee behavior is not purely direct but operates through organizational and psychological pathways.