"Managerial modes of influence and counterproductivity in organizations: A longitudinal business-unit-level investigation": Correction

Reports an error in "Managerial modes of influence and counterproductivity in organizations: A longitudinal business-unit-level investigation" by James R. Detert, Linda K. Treviño, Ethan R. Burris and Meena Andiappan ( Journal of Applied Psychology, 2007[Jul], Vol 92[4], 993-1005). Table 2 on p. 1000 contains errors that were not the fault of the authors. The correct version of the table is provided in this correction. (The following abstract of the original article appeared in record 2007-09571-008.) The authors studied the effect of 3 modes of managerial influence (managerial oversight, ethical leadership, and abusive supervision) on counterproductivity, which was conceptualized as a unit-level outcome that reflects the existence of a variety of intentional and unintentional harmful employee behaviors in the unit. Counterproductivity was represented by an objective measure of food loss in a longitudinal study of 265 restaurants. After prior food loss and alternative explanations (e.g., turnover, training, neighborhood income) were controlled for, results indicated that managerial oversight and abusive supervision significantly influenced counterproductivity in the following periods, whereas ethical leadership did not. Counterproductivity was also found to be negatively related to both restaurant profitability and customer satisfaction in the same period and to mediate indirect relationships between managerial influences and distal unit outcomes. (PsycINFO Database Record (c) 2016 APA, all rights reserved) (Source: journal abstract)