1. Negative Mentoring Experiences and Work- to-Nonwork Conflict: A Longitudinal Examination Lillian Turner de Tormes Eby University of Georgia Tanja C. Laschober University of Georgia

2. OVERVIEW  Organizational perceptions of support for work-family relates to WFC and other important outcomes (see Eby et al., 2005)  Work-family support provided by supervisors also matters  Consistently predicts WFC (Hammer et al., 2009; Thomas & Ganster, 1995)  Relates to more favorable employee attitudes & behaviors (Mills et al., 2012; Odle-Dusseau & Bobko, 2012; Thomspon & Prottas, 2006)  Less is known about how negative experiences with supervisors may spill over to affect employees’ nonwork lives  Consistent finding that bad experiences have a stronger effect on individuals than do comparable good ones (Baumeister et al., 2001)

3. OVERVIEW  All relationships have positive and negative features (Huston & Burgess, 1979)  Supervisory mentoring relationships are no exception (Eby, 2007)  Research on abusive supervision  Positively related to spouse undermining (Resubog et al., 2011) and hostility toward family members (Hoobler & Brass, 2006)  Research on negative mentoring experiences  Bad experiences are more predictive of protégé outcomes than are good experiences (Eby et al., 2010)  Negative experiences relate to psychological distress (Eby et al., 2002, 2004)

4. THE CURRENT STUDY  Examines association between negative relational experiences in supervisory mentoring relationships and employee work-to-nonwork conflict  Positive association is expected  Both strain-based and time-based conflict are examined  Investigates coworker support as a buffer  Predict weaker association b/t negative mentoring and work- nonwork conflict when coworker support is higher  Methodological strength is longitudinal design  Examine both cross-sectional & lagged effects

5. METHOD  364 employees working in health services industry  65% female, 63% non-Hispanic White, 45% married, 32% 1+ children living at home  Survey administered on-site for 2 consecutive years  > 80% response rate each year  Multi-item measures of negative mentoring and coworker support in YR01  Multi-item measures of time-based and strain-based work-to-nonwork conflict in YR01 and YR02  All established measures with acceptable reliability (alphas >.80)

6. RESULTS  Correlation matrix Correlation matrix  Moderated multiple regression controlling for gender, age, marital status, and parental status  Cross-sectional findings Cross-sectional findings  Negative mentoring in YR01 predicts both strain-based conflict ( β =.14, p<.05) and time-based conflict ( β =.15, p<05) in YR01  Longitudinal findings Longitudinal findings  Negative mentoring in YR01 also predicts both strain-based conflict ( β =.12, p<.05) and time-based conflict ( β =.13, p<.05) in YR02

7. RESULTS  Interaction term (coworker support x negative mentoring) added unique variance to prediction of:  YR01 strain-based and time-based work-to-nonwork conflict ( β =.15, p<.01 & β =.15, p<.01, respectively)  YR02 strain-based and time-based work-to-nonwork conflict ( β =.15, p<.01 & β =.12, p<.05, respectively)  Same pattern of results for both types of work-to-nonwork conflict across YR01 and YR02

8. RESULTS  When coworker support is higher, the positive relationship between negative mentoring and work-to-nonwork conflict is weaker

9. DISCUSSION  Negative mentoring experiences predict concurrent and subsequent strain-based and time- based work-to-nonwork conflict  Initial evidence of spillover from problematic supervisory mentoring relationships to nonwork domain  Suggests possibility of both immediate and longer-term effects  Moderating effect of coworker support  Consistent with the stress-buffering hypothesis  Implications for mentoring research – can coworker support buffer other deleterious effects of negative mentoring?

10. DISCUSSION  Future research  Experience sampling methodologies and cross-lagged panel designs  Fine-grained examination of specific types of negative supervisory experiences that predict nonwork conflict  Relative predictive power of positive and negative experiences with same supervisor  Do other types of support (e.g., partner support, FSOP) also serve as buffers?  Mediating mechanisms (e.g., anxiety, self-esteem, negative affect at work, rumination)

11. IMPLICATIONS  Leadership development  Training on interpersonal & supervision skills  Performance appraisal  Address problems early in the relationship  Provide “safe” venue for voicing concerns (e.g., mediation through HR or other management personnel)  Training in conflict resolution skills  Promote positive relationships among coworkers  Leadership training on how to create positive social climate  Consider work design and physical layout

12. ACKNOWLEDGEMENTS  This study was supported by Award Number R01DA019460 from the National Institute on Drug Abuse