The purpose of this research was to examine the impact of state suspicion in the workplace, specifically, employee suspicion of managers, on counterproductive work behavior (CWB) and organizational citizenship behavior (OCB). Data were obtained from a cross-sectional survey of 251 working adults (Study 1) and a vignette randomized experiment of 219 working adults (Study 2). Findings indicate that employees suspicious of their managers are more likely to engage in CWB and less likely to engage in OCB. These findings may help to focus practitioners’ attention on reducing workplace suspicion through open communication. Additionally, this research integrates the stressor–emotion model and the model of attributional suspicion to explain the relationships among suspicion, CWB, and OCB
