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Reference

Asante, E.A., Khurshid, H., Affum-Osei, E., Khurshid, F. and Antwi, C.O. (2026), Will It Stick or Go Away? Examining How the Experience of Former Supervisor's Abuse Affects Newcomers' Adjustment. J. Manage. Stud.. https://doi.org/10.1111/joms.70092

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Welcome to Revise and Resubmit. 🎙️🧠

There is a particular kind of bruise that does not show up in a mirror. You carry it into the next room, the next job, the next bright beginning. You tell yourself, this time will be different. And maybe it will. But your body still remembers the old rules. Your mind still listens for the footstep that once meant danger.

Today, I am bringing you a new piece of research with a deceptively simple question baked into its title: Will It Stick or Go Away? Examining How the Experience of Former Supervisor's Abuse Affects Newcomers' Adjustment. It is by Eric Adom Asante, Hamid Khurshid, Emmanuel Affum-Osei, Faisal Khurshid, and Collins Opoku Antwi, published online on 02 March 2026 in the Journal of Management Studies, one of the truly prestigious journals on the FT50 list. 🏛️📌

What I love about this paper is that it refuses the comforting fantasy that you can just quit a bad boss and be instantly free. Most abusive supervision research stays inside the original workplace, like the story ends when you hand in your resignation. But these authors ask what happens after the exit. What follows you into the new office, the new onboarding, the new supervisor who has not yet done anything wrong.

Using the social cognitive model of transference, they show something painfully human: when you have been burned before, you start protecting yourself early. You avoid interacting with your current supervisor, and you seek less feedback, even though feedback is often the oxygen of a good start. That self-protection then quietly taxes your in-role performance and your job satisfaction. One field study plus two experiments later, the message lands with weight: a toxic manager can cast a shadow that crosses organizational borders. 🌒📉

And the practical heartbeat is this: if you are a leader welcoming a newcomer, you are not meeting a blank slate. You are meeting a person with a work history, and sometimes that history includes harm. Trust is not a vibe. It is a deliberate practice. 🤝🛠️

Thank you to Eric Adom Asante, Hamid Khurshid, Emmanuel Affum-Osei, Faisal Khurshid, and Collins Opoku Antwi, and to the Journal of Management Studies, published by the Society for the Advancement of Management Studies and John Wiley & Sons Ltd., for research that names what so many people feel but struggle to explain. 🙏📄

If you want more research stories that stay close to real lives, subscribe to Revise and Resubmit on Spotify, and join the YouTube channel Weekend Researcher. 🎧✅📺 You can also find this podcast on Amazon Prime and Apple Podcast.

Now here is what I cannot stop wondering: when a newcomer seems distant, quiet, or allergic to feedback, how often are we witnessing “lack of motivation” and how often are we witnessing an old wound trying not to reopen? 🤔🩹