Studies up to great extent have focused on investigating the possible consequences of supervisor incivility in organizations; however, surprisingly very little research has concentrated on its antecedents. Drawing on affective event theory, the aim of this study is to identify how role overload may cause the supervisor behavior uncivil toward their subordinates in the project environment by examining the mediating role of emotional exhaustion and moderating effect of time consciousness. Data were collected from both supervisors and their immediate subordinates from project-based organizations of Pakistan. After data consolidation, the final sample was 296 supervisor–subordinate dyads. The results revealed that supervisor role overload and emotional exhaustion is positively related with supervisor incivility and emotional exhaustion mediates this relationship. Time consciousness moderates the link between supervisor role overload and emotional exhaustion. The practical and theoretical implications of our findings are provided.

This study investigated the role employees may play in making themselves targets of supervisor incivility. Drawing from Victim Precipitation Theory, and Conservation of Resources Theory, I hypothesized that engaging in presenteeism will be positively associated with experienced supervisor incivility, and that presentees’ experienced productivity loss will mediate this relationship. Furthermore, I hypothesized that presentees’ self-efficacy and perceived control (personal and condition resources, respectively) will each operate as boundary conditions of the presenteeism–productivity loss relationship such that presentees high in each resource will be less likely to experience supervisor incivility. I found that experienced productivity loss mediates the positive relationship between presenteeism and experienced supervisor incivility. Additionally, self-efficacy was found to moderate the presenteeism–productivity loss relationship; however, the relationship was stronger for low self-efficacy presentees, which increased the likelihood of experiencing supervisor incivility. Perceived control did not moderate the presenteeism–productivity loss relationship. I discuss the study’s implications for theory and practice.