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1
Yung Chou, Shih, Bo Han, and Xiaohu Zhang. "Effect of guanxi on Chinese subordinates' work behaviors: a conceptual framework." Asia-Pacific Journal of Business Administration 6, no. 1 (April 1, 2014): 18–35. http://dx.doi.org/10.1108/apjba-04-2013-0033.
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Purpose – This study aims to investigate a subordinate's perception of supervisor-subordinate guanxi and its impact on the subordinate's work-related outcomes. Design/methodology/approach – This study draws upon relevant literature and develops a theoretical framework that investigates the relationships among a subordinate's perceived supervisor-subordinate guanxi, loyalty to supervisor, challenge-oriented organizational citizenship behaviour (OCB), affiliation-oriented OCB, job security perception, and task performance. Findings – This study suggests first, subordinate-supervisor guanxi will have a positive impact on a subordinate's loyalty to supervisor. Second, subordinate-supervisor guanxi will negatively affect a subordinate's challenge-oriented OCB, but will positively affect a subordinate's affiliation-oriented OCB. Third, a subordinate's loyalty to supervisor will negatively influence his or her challenge-oriented OCB, but will positively influence his or her affiliation-oriented OCB. Fourth, challenge-oriented OCB will negatively affect job security perception, whereas affiliation-oriented OCB will positively affect job security perception. Finally, job security perception will positively influence task performance. Research limitations/implications – This study has several limitations. First, it does not consider the role of personality traits in determining work-related behaviours. Second, it only considers a one-to-one guanxi relationship. Thus, the results of this study could be different when a supervisor has one-to-many guanxi relationships. Practical implications – This study suggests that a supervisor should take how to create quality informal relationships with subordinates into account when attempting to motivate Chinese subordinates' task and extra-role performance. Moreover, managers should manage effective informal social networks with subordinates proactively. Originality/value – This study is one of the few studies that examine the impact of subordinate-supervisor guanxi on both extra-role and in-role performance from the perspective of singular view of subordinate-supervisor guanxi.
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Varma, Arup, Ivana Zilic, Anastasia Katou, Branimir Blajic, and Nenad Jukic. "Supervisor-subordinate relationships and employee performance appraisals: a multi-source investigation in Croatia." Employee Relations: The International Journal 43, no. 1 (September 21, 2020): 45–62. http://dx.doi.org/10.1108/er-06-2019-0248.
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PurposeThe purpose of this paper is to empirically examine supervisor-subordinate relationships and their impact on performance appraisal in Croatia. Specifically, we were interested in examining how supervisor-subordinate relationships impact subordinate perceptions of performance evaluation and the subordinate's reactions to the performance evaluation.Design/methodology/approachThis paper uses matched data from a sample of supervisors and subordinates (n = 53) in a leading organization in the hospitality industry in Croatia, as well as objective performance appraisal data to examine the impact of supervisor-subordinate relationships on subordinate reactions to performance appraisal.FindingsThe key findings of this study include (1) supervisor trustworthiness determines the quality of their relationship with subordinates and leads to interpersonal liking, and (2) supervisor-subordinate relationship quality has a significant impact on subordinate reactions to performance appraisal process and outcomes.Research limitations/implicationsThe overall sample size (n = 53) of this study is small, and limits our ability to make generalizations beyond a point. Also, since the sample included only Croatian individuals, the findings maybe an artifact of the fact that they all hold similar values. Future studies should examine these relationships in supervisor-subordinate dyads comprised of individuals of different cultural backgrounds.Practical implicationsSupervisors should attempt to have high quality relationships with most, if not all, subordinates, as this would lead to higher acceptance of the performance appraisal process, which can impact future performance. Also, trustworthiness is closely related to the subordinate's perception of the quality of relationship he/she shares with the supervisor.Originality/valueThis is the first known paper to empirically study performance appraisal processes and relationships in Croatia, which also included both supervisor and subordinate perspectives.
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Liu, Pingqing, and Junxi Shi. "Trust in the subordinate and deference to supervisor in China." Chinese Management Studies 11, no. 4 (November 6, 2017): 599–616. http://dx.doi.org/10.1108/cms-12-2016-0246.
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Purpose The purpose of this paper is to illuminate the mechanism which can explain and predict subordinates’ deferential behaviour in China. Design/methodology/approach Data were collected using mail surveys. The study used two sources of data (supervisor and subordinate) obtained via two separate sets of surveys. In total, 600 questionnaires were distributed to subordinate–supervisor dyads employed in a variety of organizations, and 441 dyad-level questionnaires were collected. Findings The paper revealed that supervisors’ political mentoring (PM) moderated the strength of the mediated relationships between a supervisor’s trust in the subordinate and the subordinate’s deference to supervisor via supervisor–subordinate guanxi. Furthermore, the direct interaction effect of a supervisor’s trust and PM influenced the subordinate’s deference to supervisor only when the level of PM was low. Originality/value This study clarifies the mechanism by which supervisor’s specific behaviours affect subordinate’s deference to supervisor, and explores how supervisor–subordinate dyad creates a reciprocal relationship. The research indicates the unique effect of supervisor’s PM in Chinese organizations, and reinforces the importance of considering supervisor’s trust in the subordinate.
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Kwak, Won Jun, and Christine L. Jackson. "Relationship building in empowering leadership processes: A test of mediation and moderation." Journal of Management & Organization 21, no. 4 (June 15, 2015): 369–87. http://dx.doi.org/10.1017/jmo.2015.11.
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AbstractThe direct positive relationship between empowering leadership and subordinate empowerment is well established. However, leader–member exchange (LMX) research, which concerns a leader’s relationship-building with subordinates in a work unit, suggests that the direct leader empowering–subordinate empowerment association may be more complex than understood in the current literature. Accordingly, this study examined LMX theory-based mediation and moderation processes occurring between empowering leadership and subordinate empowerment. In a field study employing 132 administrative workers in 26 work groups, as expected, an individual subordinate’s perceived LMX mediated the positive effects of empowering leadership on the subordinate’s psychological empowerment. In addition, LMX differentiation cross-level moderated the linkage between empowering leadership and perceived LMX. Together, study findings suggest that subordinates’ perceived LMX in a dyadic relationship with a leader and in a work group needs to be carefully considered in empowering leadership processes.
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Peng, Jian, Xiao Chen, Qi Nie, and Zhen Wang. "Proactive personality congruence and creativity: a leader identification perspective." Journal of Managerial Psychology 35, no. 7/8 (September 14, 2020): 543–58. http://dx.doi.org/10.1108/jmp-10-2018-0444.
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PurposeDrawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates subordinate creativity.Design/methodology/approachTwo different data sets (Study 1: N = 205; Study 2: N = 222) were collected from leader–subordinate dyads in China to provide stronger empirical evidence regarding our hypotheses. Polynomial regression and response surface analyses were used to test our predictions.FindingsSubordinate creativity in the scenario in which the leader and subordinate shared a highly proactive personality (i.e. high–high congruence) was higher than that in the incongruence or low–low congruence scenario. The subordinate's identification with the leader mediated the above relationships such that the indirect relationship between leader–subordinate proactive personality and subordinate creativity via identification with the leader was maximized in the high–high congruence scenario.Practical implicationsThe findings suggest that organizations should consider selecting both highly proactive leaders and highly proactive subordinates to facilitate the subordinates' identification and subsequent creativity.Originality/valueThis research highlights the crucial role of leader–subordinate congruence in strong proactive personality for the promotion of creativity and reveals that identification with the leader accounts for the above relationship.
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Baral, Rupashree, and Pavithra Sampath. "Exploring the moderating effect of susceptibility to emotional contagion in the crossover of work–family conflict in supervisor–subordinate dyads in India." Personnel Review 48, no. 5 (August 2, 2019): 1336–56. http://dx.doi.org/10.1108/pr-05-2017-0139.
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Purpose The purpose of this paper is to study the applicability of a crossover model of work–family conflict (WFC) in the work setting among supervisor–subordinate dyads. It examines the positive association between supervisor’s WFC and subordinate’s WFC and analyses the moderating effect of subordinate’s susceptibility to emotional contagion (SEC). Design/methodology/approach Data were gathered using a questionnaire survey method and tested in 193 matched supervisor–subordinate dyads from select organisations representing the services sector in India. Findings The authors found a significant direct crossover path from the supervisor to his/her subordinate’s WFC. The effect of supervisor reported WFC on subordinate reported WFC was found to be strong when the subordinate displayed higher SEC with his/her supervisor. Research limitations/implications Examining the crossover of WFC contributes to theory by broadening crossover research to include transmission of negative experiences in the work context. This study significantly adds to emotional contagion theory by substantiating the existence of WFC contagion in supervisor–subordinate dyads. Given the constraints of cross-sectional research design, future research should replicate these findings using a larger sample in other cultural contexts as well to generalise the results. Future research should consider using longitudinal data and including information from both the supervisor and the subordinates collected at different points in time. Crossover of positive work–family experiences (e.g. work–family enrichment) and the role of other individual difference variables such as the personality of the subordinates, empathy, etc., could also be considered. Practical implications Supervisors should be advised of the potential adverse effects of their WFC and organisations should be made cognizance of the impact that the WFC of employees can have on their job outcomes. Organisations should provide the required formal and informal support to their employees to deal with their WFC efficiently. Originality/value This study has attempted to examine the crossover of WFC in supervisor–subordinate dyads and the potential effect of one of the individual difference variables namely SEC. To the best of the authors knowledge, it has rarely been examined earlier.
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Li, Lan, Xingshan Zheng, Siwei Sun, and Ismael Diaz. "Does subordinate moqi affect leadership empowerment?" Leadership & Organization Development Journal 41, no. 8 (August 25, 2020): 1015–34. http://dx.doi.org/10.1108/lodj-08-2019-0351.
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PurposeThe present study aims to ascertain the relationships between subordinate moqi and leader behaviors, by primarily discussing how and when subordinate moqi is associated with leadership empowerment.Design/methodology/approachA self-report study was conducted by recruiting 334 employees from 13 firms. All concepts were rated on a seven-point Likert-type response scale. Linear regression analysis (conducted in MPLUS 7) was conducted to verify the hypotheses.FindingsFirst, subordinate moqi showed positive association with empowerment. Second, trust-in-supervisor mediated the relationships between subordinate moqi and empowerment. Third, subordinates' power distance orientation (PDO) could moderate the subordinate moqi – leader empowerment relationship. When subordinates reported higher PDO, the relationships between subordinate moqi and empowerment were more robust; likewise, subordinate moqi would have more significantly indirectly impacted empowerment via trust-in-supervisor.Originality/valueThough researchers have discussed the impacts of subordinate moqi on subordinates' outcomes, the impact of subordinate moqi on supervisors' attitudes or behaviors remains unclear. The relationships between subordinate moqi and supervisor empowerment behaviors are empirically ascertained by emphasizing the leader-subordinate dyadic process. The findings here suggested that subordinate moqi boosted subordinates' trust-in-supervisor, and moqi would also predict the behaviors of leader empowerment. This study extended the PDO literature by identifying the moderating role of PDO in the subordinate moqi – leader empowerment behavior relationship.
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Ahmad, Bashir, Hussain Tariq, Qingxiong (Derek) Weng, Samson Samwel Shillamkwese, and Nadeem Sohail. "When a proximate starts to gossip." Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 851–75. http://dx.doi.org/10.1108/er-08-2018-0225.
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Purpose Based on revenge theory and the three objectives of social interaction theory of aggression, the purpose of this paper is to develop a framework to answer why and when a subordinate’s own behaviour instigates abuse at the workplace. In particular, the authors argue that subordinate gossip behaviour instils in supervisors a thought of revenge towards that subordinate, which, in turn, leads to abusive supervision. Specifically, this hypothesised relationship is augmented when the supervisor feels close to the gossiper (i.e. psychological proximity). Design/methodology/approach The authors conducted two independent studies to test the moderated mediation model, which collectively investigate why and when subordinate gossip behaviour provokes abusive supervision in the workplace. A lagged study (i.e. Study 1: 422 supervisors and subordinates) in a large retail company and an experience sampling study (i.e. Study 2: 96 supervisors and subordinates with 480 daily surveys) in multiple organisations provide support for the moderated mediation model. Findings The two-study (i.e. a lagged study and an experience sampling study) findings support the integrated model, which has mainly focussed on instrumental consideration of abusive supervision that influences the supervisor–subordinate relationship. Originality/value The two-study investigation has important and meaningful implications for abusive supervision research because it determines that subordinate gossip behaviour is more threating to a supervisor when the subordinate and the supervisor are psychological close to each other than when they are not. That is because when they are close, the supervisor is not expecting gossip behaviour from the subordinate, thus giving rise to an abusive workplace.
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Qin, Xin, Mingpeng Huang, Qiongjing Hu, Marshall Schminke, and Dong Ju. "Ethical leadership, but toward whom? How moral identity congruence shapes the ethical treatment of employees." Human Relations 71, no. 8 (November 9, 2017): 1120–49. http://dx.doi.org/10.1177/0018726717734905.
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Ethical leadership exerts a powerful influence on employees, and most studies share a basic premise that leaders display the same level of ethical leadership to all subordinates. However, we challenge this assumption and suggest that subordinates’ characteristics and supervisors’ characteristics may jointly influence supervisor ethical leadership behavior. Drawing upon research on person–supervisor fit and moral identity, we explore the questions of whether and how supervisor–subordinate (in)congruence in moral identity affects the emergence of supervisor ethical leadership behavior. Using multi-level and multi-source data, the results of cross-level polynomial regressions revealed that the less aligned a supervisor’s moral identity was with a subordinate’s, the more negative sentiments the supervisor held toward the subordinate, which, in turn, influenced the supervisor’s ethical leadership behavior. We also argue that not all types of congruence are alike. Our results confirmed that supervisor negative sentiments toward subordinates were higher in low–low congruence dyads than in high–high congruence dyads. Results also confirmed that by reducing supervisor negative sentiments toward subordinates, supervisor–subordinate congruence in moral identity had an indirect positive effect on supervisor ethical leadership behavior. Overall, this research highlights the importance of taking both subordinates’ and supervisors’ traits into consideration in understanding the emergence of ethical leadership.
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Sukarto, Kasno Atmo. "KONJUNGSI BAHASA INDONESIA: SUATU TINJAUAN." Pujangga 3, no. 1 (December 6, 2017): 103. http://dx.doi.org/10.47313/pujangga.v3i1.331.
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<p>ABSTRAK</p><p>Penelitian berjudul Konjungsi Bahasa Indonesia: Suatu Tinjauan ini bertujuan untuk <br />mendeskripsikan ikhwal konjungsi bahasa Indonesia, baik konjungsi koordinatif maupun konjungsi subordinatif. Teori yang diterapkan dalam penelitian ini adalah mengacu pada Tata Bahasa Baku Bahasa Indonesia, Edisi ketiga, Cetakan kelima tahun 2003. Metode penelitian ini adalah deskriptif kualitatif yaitu mendeskripsikan ikhwal konjungsi koordinatif dan subordinatif. Analisis data berfokus pada sampel konjungsi koordinatif dan konjungsi subordinatif. Hasilnya telah menunjukkan bahwa dalam Politika dan Ranah terdapat pemakaian konjungsi koordinatif dan, atau, dan tetapi. Konjungsi subordinatif meliputi konjungsi sejak, jika, untuk, agar, walaupun, sebab, karena , maka, dan sehingga. </p><p>Kata Kunci: konjungsi, koordinatif, subordinatif </p><p>ABSTRACT <br />The study entited conjunction in Indonesia: An overview , aims to descrive the conjunction of Indonesia, both coordinate and subordinate. The applied theory refers to Tata Bahasa Baku Bahasa Indonesia, 3 rd edition of 2003. The method used is qualitative descriptive method which explains both coordinate and subordinate conjunction. Data analysis focuces on samples of coordinate and samples of coordinate and subordinate conjunctions. The result show that in Politika and Ranah there is the use of coordinated conjunction and, on, but, subordinated conjunctions include, since, if, for, order, though, cause, because, and until. </p><p>Key Words; conjunction, coordinate, subordinate </p>
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Tariq, Hussain, and Qingxiong (Derek) Weng. "Accountability breeds response-ability." Personnel Review 47, no. 5 (August 6, 2018): 1019–42. http://dx.doi.org/10.1108/pr-05-2017-0149.
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Purpose The purpose of this paper is to investigate the link between perceived subordinate performance and abusive supervision. From the perspective of moral exclusion theory, the authors examine cooperative goal interdependence and competitive goal interdependence as key boundary conditions to hypothesize and demonstrate the direct negative relationship between low-performing subordinates and abusive supervision. Within the moral exclusion framework, supervisors may strategically abuse low performers when cooperative goal interdependence is high, or competitive goal interdependence is low. Moreover, this study explores the impact of abusive supervision on subordinate’s objective performance. Design/methodology/approach This research employs two independent studies to examine the antecedents and consequences of abusive supervision based on respondents from a Fortune 500 company located in Anhui province of People’s Republic of China (PRC). Study 1 uses a time lagged, single source survey while Study 2 employs multi-source, multi-wave data. The results support the integrated model. Findings Across the two studies, the results showed that the direct negative relationship between perceived subordinate performance and abusive supervision was found to be stronger when cooperative goal interdependence was high and when competitive goal interdependence was low. Study 2 also revealed the negative impact of abusive supervision on subordinate’s objective performance and that the conditional indirect effect of subordinate’s perceived performance on objective performance via abusive supervision was contingent on the extent of cooperative and competitive goal interdependence. Originality/value The results clearly demonstrate that supervisors are likely to turn to abusive supervision in response to poor performing subordinates but that the tendency to use abuse as an instrumental strategy for improving subordinate performance is dependent on the nature of goal interdependence between the supervisor and subordinates’ goals. The research also shows that although supervisors may turn to abusive supervision under certain goal interdependence conditions, it is not an effective strategy for actually improving subordinate objective performance. In fact, it has the opposite effect.
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Golden, Timothy D., and Allan Fromen. "Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes." Human Relations 64, no. 11 (November 2011): 1451–75. http://dx.doi.org/10.1177/0018726711418387.
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Although research has begun to examine impacts from employee work modes such as teleworking, studies to date have overlooked the impact that managers who work away from the office might have on subordinates. Using a large dataset ( N = 11,059), this study therefore compares three managerial work modes (traditional, telework, virtual work), to investigate differences in subordinate work experiences and outcomes. Results suggest that in comparison to subordinates with managers in a traditional work mode, work experiences and outcomes are generally less positive for subordinates with teleworking managers who spend a portion of the week away from the office, and they are lower as well for subordinates with virtual managers who are away from the office full time. These results differ based on the subordinate’s own work mode and are modest in magnitude. This study suggests a need for further investigation into the effects of managerial work modes on subordinate experiences and outcomes.
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Xu, Yin, and Brad M. Tuttle. "The Role of Social Influences in Using Accounting Performance Information to Evaluate Subordinates: A Causal Attribution Approach." Behavioral Research in Accounting 17, no. 1 (January 1, 2005): 191–210. http://dx.doi.org/10.2308/bria.2005.17.1.191.
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One important role of accounting information is to provide objective information to assist decision makers in evaluating the performance of their subordinates. Yet whether decision makers use accounting data in an objective fashion, independent of interpersonal factors, is an open question. The purpose of this study is to investigate whether similarities in work style (innovator versus adaptor) between a manager and a subordinate influence the manager's causal attributions and subsequent performance evaluation for the subordinate, given accounting performance indicators. The study is conducted in an experimental setting and the research analysis used is developed within the framework of a structural equation model. The results of the study provide initial evidence that interpersonal factors such as work style similarity and personal liking moderate how supervisors use accounting information when they make performance evaluation decisions. The more similar work style between supervisor and subordinate, the more the supervisor likes the subordinate. This, in turn, directly influences what the supervisor believes is the cause of the subordinate's performance.
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Kwon, Hyang Won. "Performance Appraisal Politics in the Public Sector: The Effects of Political Skill and Social Similarity on Performance Rating." Public Personnel Management 49, no. 2 (July 18, 2019): 239–61. http://dx.doi.org/10.1177/0091026019859906.
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This study investigated the main effects of a subordinate’s (ratee) political skill dimensions (social astuteness, apparent sincerity, interpersonal influence, and networking ability) on supervisor (rater) performance rating and further analyzed the interactive effects of social similarity in the subordinate–supervisor dyad on the relationship between political skill dimension and performance rating. To test these relationships, hierarchical linear modeling (HLM) was used on a matched sample of 337 subordinate–supervisor dyads who worked in South Korea’s central government. Findings showed that subordinates with higher social astuteness, interpersonal influence, and networking abilities (but not apparent sincerity) will likely achieve more positive supervisor ratings. More importantly, the relationship between these political skill dimensions and performance ratings is stronger when there is greater social similarity between a subordinate (ratee) and his or her supervisor (rater). The findings’ practical and academic implications and future research directions are discussed.
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Segrest, Sharon L., Martha C. Andrews, Scott W. Geiger, Dan Marlin, Patricia G. Martinez, Pamela L. Perrewé, and Gerald R. Ferris. "Leapfrogging at work: influencing higher levels in the chain of command." Personnel Review 49, no. 8 (March 2, 2020): 1769–86. http://dx.doi.org/10.1108/pr-07-2019-0382.
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PurposeActs of interpersonal influence are observed throughout organizations, and most typically, in direct supervisor–subordinate relationships. However, researchers have focused less on subordinates bypassing the chain of command and targeting their supervisor's supervisor with influence attempts. We conceptualize a new term, “leapfrogging,” as subordinates' attempts to influence and manage the impressions of their supervisor's supervisor. Here we focus on influencing the target's perception of likability (the focus of ingratiation) and competence (the focus of self-promotion). This study focuses on its personal and situational antecedents.Design/methodology/approachGiven the central role of social exchange and psychological processes within this phenomenon, we build on a social exchange and a social cognition approach. Using a sample of 131 university support personnel service employees, hierarchical regression is used to test the hypotheses.FindingsThe following antecedents of leapfrogging are hypothesized and tested: the subordinate personal characteristics of Machiavellianism, need for achievement, and fear of negative evaluation, and the situational/relational characteristic of leader–member exchange (LMX). Of these potential antecedents, subordinate Machiavellianism and LMX were the strongest predictors, and subordinates' need for achievement and fear of negative evaluation were moderate predictors.Practical implicationsLeapfrogging occurs when actors are frustrated with their current situation and desire change. However, influence tactics aimed at a subordinate's supervisor's supervisor may further strain a low-quality leader–subordinate relationship. As actors become increasingly dissatisfied and leave, this may result in increased organizational costs related to the loss of experienced employees and the hiring and training of new ones.Originality/valueMost upward influence research has largely ignored subordinate influence attempts that go outside of the normal chain of command and target their boss's boss. The present study addresses this gap in the literature by examining leapfrog behaviors. Although acknowledged in a limited manner as a legitimate organizational behavior, this topic has received virtually no empirical attention.
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Nelson-Flower, Martha J., and Amanda R. Ridley. "Nepotism and subordinate tenure in a cooperative breeder." Biology Letters 12, no. 8 (August 2016): 20160365. http://dx.doi.org/10.1098/rsbl.2016.0365.
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In many cooperatively breeding societies, subordinate individuals delay dispersal and independent breeding. The length of time that subordinates delay dispersal (subordinate tenure) is likely to have important implications for both subordinate and dominant fitness. However, quantitative comparisons of the subordinate tenure of males and females are rare, especially with respect to the presence of same- versus opposite-sex close kin. Here, we investigate subordinate tenure and how it is affected by the genetic relationship between subordinates and dominants in the cooperatively breeding southern pied babbler ( Turdoides bicolor ). We find that for males, longer subordinate tenures result in increased likelihood of attaining dominance. In the presence of an unrelated dominant male, tenure of subordinate males is significantly shorter, indicating nepotism among males. Female tenures are unaffected by the genetic relationship to either the dominant male or female. These results are some of the first to demonstrate that the sex of both the dominants and subordinates, and the genetic relationship between them, can have significant impacts on subordinate tenure and dispersal delays. Nepotism has likely played a vital role in the evolution of cooperative breeding in this species.
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Grützmacher, Lisa S., and Carsten C. Schermuly. "A Social Learning Perspective on the Trickle-Down of Psychological Empowerment from Supervisor to Subordinate." Zeitschrift für Arbeits- und Organisationspsychologie A&O 65, no. 3 (July 2021): 138–52. http://dx.doi.org/10.1026/0932-4089/a000358.
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Abstract. Because of its relevance for organizations and their employees, psychological empowerment (PE) has received a great deal of attention in research and practice. Supervisors play an important role in the promotion of subordinates’ PE. In the present article, and on the basis of social learning theory, we examine how the supervisor’s perceived and self-reported PE influence the subordinate’s PE. The results of two multi-wave studies involving more than 1,000 participants suggest that the supervisor’s perceived PE can predict the subordinate’s PE. The supervisor’s self-reported PE did not affect the subordinate’s PE: PE does not seem to trickle down from supervisor to subordinate. The relationship between the supervisor’s perceived PE and the subordinate’s PE was stronger when trust in the supervisor was higher. Supervisors who want to promote subordinates’ PE through modeling should therefore ensure that they are perceived as psychologically empowered and invest in relationships of trust with their subordinates.
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Tibbetts, Elizabeth A., Michelle L. Fearon, Ellery Wong, Zachary Y. Huang, and Robin M. Tinghitella. "Rapid juvenile hormone downregulation in subordinate wasp queens facilitates stable cooperation." Proceedings of the Royal Society B: Biological Sciences 285, no. 1872 (February 7, 2018): 20172645. http://dx.doi.org/10.1098/rspb.2017.2645.
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In many cooperatively breeding animals, subordinate group members have lower reproductive capacity than dominant group members. Theory suggests subordinates may downregulate their reproductive capacity because dominants punish subordinates who maintain high fertility. However, there is little direct experimental evidence that dominants cause physiological suppression in subordinates. Here, we experimentally test how social interactions influence subordinate reproductive hormones in Polistes dominula paper wasps. Polistes dominula queens commonly found nests in cooperative groups where the dominant queen is more fertile than the subordinate queen. In this study, we randomly assigned wasps to cooperative groups, assessed dominance behaviour during group formation, then measured levels of juvenile hormone (JH), a hormone that mediates Polistes fertility. Within three hours, lowest ranking subordinates had less JH than dominants or solitary controls, indicating that group formation caused rapid JH reduction in low-ranking subordinates. In a second experiment, we measured the behavioural consequences of experimentally increasing subordinate JH. Subordinates with high JH-titres received significantly more aggression than control subordinates or subordinates from groups where the dominant's JH was increased. These results suggest that dominants aggressively punished subordinates who attempted to maintain high fertility. Low-ranked subordinates may rapidly downregulate reproductive capacity to reduce costly social interactions with dominants. Rapid modulation of subordinate reproductive physiology may be an important adaptation to facilitate the formation of stable, cooperative groups.
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Zheng, Xingshan, Ning Li, T. Brad Harris, and Hui Liao. "Unspoken yet Understood: An Introduction and Initial Framework of Subordinates’ Moqi With Supervisors." Journal of Management 45, no. 3 (February 2, 2017): 955–83. http://dx.doi.org/10.1177/0149206316687642.
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Across two studies and five samples, we introduce the Chinese construct of moqi (a tacit understanding of another person’s expectations and intentions) as a key, but heretofore overlooked, aspect of supervisor–subordinate relationships. In Study 1, using qualitative and quantitative methods, we develop a subordinate-focused moqi scale and establish its discriminant and criterion-related validity. In Study 2, using three-wave data from three sources (subordinates, coworkers, and supervisors), we test an integrative, information-based model explicating (1) subordinates’ actions that are useful in acquiring the necessary information to develop moqi with their supervisor; (2) boundary conditions affecting subordinates’ sensitivity to information and, hence, their development of moqi with the supervisor; and (3) the informational process underlying subordinate moqi’s positive relationship with work effectiveness. Findings suggest that subordinates’ implicit and explicit feedback seeking positively predicted their subsequent perceptions of moqi with a supervisor and, moreover, that the relationship between implicit feedback seeking and subordinate moqi is enhanced by higher subordinate power distance orientation and face consciousness. Results also indicate that subordinate moqi influences task performance and reward recommendations for subordinates via the mediation of increased goal clarity, and the indirect effects is more pronounced for subordinates with higher power distance orientation. We offer an important discussion of moqi’s cultural nuances and make several suggestions for a robust future research agenda.
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Marjani, Marjani. "PENGARUH PERILAKU PEMIMPIN TERHADAP KINERJA KARYAWANPADA KANTOR GAPENSI KOTA KENDARI." Mega Aktiva: Jurnal Ekonomi dan Manajemen 6, no. 2 (August 5, 2018): 89. http://dx.doi.org/10.32833/majem.v6i2.52.
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This study aims to describe and determine the effect on employee performance behavior of leaders in Kendari city GAPENSI Office. The sampling technique using saturated sampling technique, namely by taking all of the total population to be sampled totaling 38 people . Data analysis using simple linear regression analysis. The results showed that the behavior of the leader of a significant effect on the performance of employees in the office GAPENSI Kendari city. That is the behavior change towards a better leader by providing support and encouragement, response to complaints subordinate leader, the leadership of the response on the advice of subordinat , facility leadership to the creation of a cooperative relationship between subordinate , the response of the leadership over the work of subordinates and fault -led response to the success of the work of subordinates can improve employee performance when observed from the indicators work, the development of competenc, commitmen , additional tasks and critical events.
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Guan, Xiaoyu, and Stephen J. Frenkel. "Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens." Human Relations 72, no. 11 (December 20, 2018): 1752–75. http://dx.doi.org/10.1177/0018726718813718.
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Relationships outside of work impact employee effectiveness at work. But how do we explain this? Our study focuses on the guanxi relationship in China. This is based on close personal ties between supervisors and subordinates initiated outside the workplace. Drawing on conservation of resources theory, we develop a model that explains how supervisor–subordinate guanxi constitutes a social resource that spills over into the workplace and impacts subordinates’ job resources (including autonomy, support and development at work), job crafting (proactive behaviors aimed at increasing resources and reducing demands) and job performance (task performance and organizational citizenship behavior). Our model was tested on a sample of 406 subordinates and their supervisors from seven manufacturing organizations in China. The results of a multilevel path analysis indicate that high-quality guanxi relations with supervisors facilitate subordinates’ job resources, job crafting behaviors and organizational citizenship behavior at work. In addition, job resources mediate the relationship between supervisor–subordinate guanxi and job crafting, and job crafting mediates the relationship between supervisor–subordinate guanxi and subordinate task performance and organizational citizenship behavior. Overall, our research highlights the importance of externally-generated guanxi between subordinates and supervisors and the mechanisms that contribute to improving employee performance in the workplace.
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Williams, Ethlyn, Juanita M. Woods, Attila Hertelendy, and Kathryn Kloepfer. "Supervisory influence." Journal of Organizational Change Management 32, no. 3 (May 13, 2019): 320–39. http://dx.doi.org/10.1108/jocm-10-2017-0373.
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Purpose The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate perceptions of individual-focused transformational leadership, subordinate trust in the leader and subordinate identification with the team influence supervisory evaluations of subordinate crisis leader potential. Design/methodology/approach Surveys were administered to emergency services personnel and their supervisors working in a large fire rescue organization in the Southeastern USA. Survey responses were analyzed using hierarchical regression. Findings Results support the theoretical model – subordinates reporting high levels of trust in their transformational leader were evaluated by their supervisors as having stronger potential to become crisis leaders. Lower levels of subordinate identification with the team strengthened the transformational leadership to trust association and the indirect effect of perceived transformational leadership on supervisory evaluations of subordinate crisis leader potential (through subordinate trust in the leader). Practical implications Supervisors who are viewed as transformational and fostering trusting relationships by subordinates are more likely to evaluate subordinates as having the potential to lead in crisis situations. In an extreme context within an organization facing change, subordinates who identify less with their team might build a more trusting relationship with a leader who is perceived as demonstrating transformational behaviors. Social implications Subordinate focus on the leader appears to enhance supervisory evaluations of subordinate potential (for leader development) in the study. Individual-level rewards for employees that involve competition might counter efforts toward shared mental models and remain the greatest challenge in the public emergency services setting. Originality/value Evaluating leader development, in terms of crisis leader potential, in an extreme context using a process model – to understand the interplay of individual-focused transformational leadership and trust given the moderating effect of team identification – is a key strength of the current study.
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Benhaiem, Sarah, Heribert Hofer, Stephanie Kramer-Schadt, Edgar Brunner, and Marion L. East. "Sibling rivalry: training effects, emergence of dominance and incomplete control." Proceedings of the Royal Society B: Biological Sciences 279, no. 1743 (June 20, 2012): 3727–35. http://dx.doi.org/10.1098/rspb.2012.0925.
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Within-brood or -litter dominance provides fitness-related benefits if dominant siblings selfishly skew access to food provided by parents in their favour. Models of facultative siblicide assume that dominants exert complete control over their subordinate sibling's access to food and that control is maintained, irrespective of the subordinate's hunger level. By contrast, a recent functional hypothesis suggests that subordinates should contest access to food when the cost of not doing so is high. Here, we show that within spotted hyena ( Crocuta crocuta ) twin litters, dominants most effectively skew access to maternal milk in their favour when their aggression prompts a highly submissive response. When hungry, subordinates were less submissive in response to aggression, thereby decreasing lost suckling time and increasing suckling time lost by dominants. In a species where adult females socially dominate adult males, juvenile females were more often dominant than males in mixed-sex litters, and subordinate sisters used more effective counter-tactics against dominant brothers than subordinate brothers against dominant sisters. Our results provide, to our knowledge, the first evidence in a mammal that dominant offspring in twin litters do not exert complete control over their sibling's access to resources (milk), and that sibling dominance relationships are influenced by sibling sex and training effects.
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Ash, Adiba. "Participants' Reactions to Subordinate Appraisal of Managers: Results of a Pilot." Public Personnel Management 23, no. 2 (June 1994): 237–56. http://dx.doi.org/10.1177/009102609402300206.
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Practitioners and scholars alike have proposed the use of subordinate appraisal of managers (SAM) as part of a multiple appraisal system. This paper reports the results of a study conducted in the Dade County Public School System to assess SAM's impact on central office administrators—subordinates as well as supervisors. Subordinate ratings of supervisors were obtained on 19 managerial competencies. A performance profile was sent to each supervisor rated by at least three subordinates. Subsequently, participants were given an opinion survey in order to assess SAM's impact on them. Results of a factor analysis of subordinates' (n = 94) mean scores on the opinion survey indicated that there are three dimensions of SAM's impact on participants: overall acceptance of SAM, perceived validity of SAM, and perceived accuracy of subordinate ratings. Overall, the majority of participants: 1) expressed their approval of SAM for self-development—only subordinates supported it for evaluation purposes; 2) thought that SAM provided valid ratings; and 3) believed that subordinate ratings were accurate. Finally, the majority of participants did not think that SAM would have adverse effects on the supervisor-subordinate relationship.
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Sue-Chan, Christina, Ziguang Chen, and Wing Lam. "LMX, Coaching Attributions, and Employee Performance." Group & Organization Management 36, no. 4 (May 17, 2011): 466–98. http://dx.doi.org/10.1177/1059601111408896.
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We examined the relationship between leader–member exchange (LMX) quality and the attributions subordinates make about their supervisors’ coaching of them. Data were collected from 270 supervisor–subordinate dyads. Subordinates reported that LMX was positively related to attributions that their supervisor’s coaching was for the benefit of subordinates (other-focused interests), and negatively related to attributions that their supervisors’ coaching was for the benefit of themselves (self-focused interests). Moreover, attributions partially mediated the relationship between LMX quality and both objective and subjective performance with subordinate-attributed supervisors’ other-focused interests positively related to performance but subordinate-attributed supervisors’ self-focused interests negatively related to performance.
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Young, Andrew J., and Tim Clutton-Brock. "Infanticide by subordinates influences reproductive sharing in cooperatively breeding meerkats." Biology Letters 2, no. 3 (March 14, 2006): 385–87. http://dx.doi.org/10.1098/rsbl.2006.0463.
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In cooperative animal societies, dominant females typically show higher breeding success than subordinates, and are commonly believed to control the extent of reproductive sharing. However, studies of social insect societies reveal that subordinates too can interfere with the breeding attempts of others, with important implications for the distribution of fitness within colonies. Here, we show that subordinate females in a high-skew vertebrate (the meerkat, Suricata suricatta ), also exert a substantial influence over the reproductive attempts of others. In meerkat societies, pregnant dominants are known to kill subordinate litters, but we show that pregnant subordinates also kill pups; not only those of other subordinates but the dominant's as well. Litters born to females of any rank were half as likely to survive their first 4 days if a subordinate was pregnant. However, dominant females were more likely than subordinates to give birth when no other females were pregnant, and so lost fewer litters to infanticide than subordinates. This is probably due in part to dominants employing counter-tactics to reduce the incidence of subordinate pregnancy. We discuss the broad implications of subordinates having a degree of control over reproductive sharing for future attempts to understand the distribution of reproduction in animal societies.
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Thuan, Le Cong. "The role of supervisor knowledge sharing behavior in stimulating subordinate creativity." VINE Journal of Information and Knowledge Management Systems 50, no. 4 (January 2, 2020): 597–613. http://dx.doi.org/10.1108/vjikms-08-2019-0124.
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Purpose Knowledge sharing is critical for employee creative performance. The purpose of this study is to investigate the impact of supervisor knowledge sharing behavior on subordinate creativity. Design/methodology/approach This study collected data by paper-based surveys at information technology organizations in southern Vietnam (N = 339). The hypotheses were tested by conducting a hierarchical regression analysis. Findings The results showed that supervisor knowledge sharing behavior positively affected subordinates’ creative performance. Further, the positive association between supervisor knowledge sharing behavior and subordinate creativity was reinforced by subordinate absorptive capacity and partially mediated by subordinate task-efficacy and subordinate domain knowledge. Practical implications Companies should choose individuals who frequently share their knowledge with others when staffing supervisory positions. Moreover, companies should encourage supervisors as well as give supervisors a substantial amount of time and opportunities to share their knowledge with their subordinates. Further, companies should encourage employees to proactively gain valuable knowledge shared by their supervisors. Finally, companies should provide employees with job training programs as well as encourage them to join these programs to improve their absorptive capacity. Originality/value This is one of the first papers to investigate whether supervisors can stimulate their subordinate creativity by sharing explicit and tacit knowledge. This study also contributes to the creativity literature by examining the mediating role of subordinate task-efficacy and subordinate domain knowledge and the moderating effect of subordinate absorptive capacity.
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Canteloup, Charlotte, Isis Poitrasson, James R. Anderson, Nicolas Poulin, and Hélène Meunier. "Factors influencing deceptive behaviours in Tonkean macaques (Macaca tonkeana)." Behaviour 154, no. 7-8 (2017): 765–84. http://dx.doi.org/10.1163/1568539x-00003443.
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The complex social environments of primates create opportunities for engaging in tactical deception, especially for subordinate individuals. We analysed the behaviour of subordinate Tonkean macaques with dominant conspecifics in an experimental food competition context. The subordinate macaque could see two pieces of food in a test area, but only one piece was visible to the dominant. Both individuals were released into the test area at the same time or with the subordinate given a short head start on the dominant. Here, based on video analysis of the subordinates’ behaviours, we describe and classify functionally deceptive behaviours displayed by subordinates, and report factors that influenced these behaviours. Subordinates used several types of tactical deception, including concealment and distraction, especially when paired with competitors of much higher social rank, and they obtained the hidden food more frequently when they used a combination of tactics rather than only one.
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Zhang, Yun, Bin He, Qihai Huang, and Jun Xie. "Effects of supervisor bottom-line mentality on subordinate unethical pro-organizational behavior." Journal of Managerial Psychology 35, no. 5 (June 18, 2020): 419–34. http://dx.doi.org/10.1108/jmp-11-2018-0492.
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PurposeThis study aims to examine how supervisor bottom-line mentality (BLM) influences subordinate unethical pro-organizational behavior (UPB), considering the mediating role of subordinate moral disengagement and the moderating role of their power-distance orientation.Design/methodology/approachThe theoretical model was tested using two-wave data collected from employees of five firms in southern China.FindingsSubordinate moral disengagement was found to mediate the positive relationship between supervisor BLM and subordinate UPB. Furthermore, for subordinates with high power-distance orientation, the positive relationship between supervisor BLM and subordinate moral disengagement and the indirect positive relationship between supervisor BLM and subordinate UPB were both strengthened.Practical implicationsFirst, organizations should train their employees to pursue goals ethically based on established standards and policies for acceptable behavior and to punish UPB. Second, organizations should strengthen employees' ethics and reduce their likelihood of moral disengagement. Finally, organizations should create an environment that allows subordinates to question their supervisors’ BLM.Originality/valueFirst, the results demonstrate that supervisor BLM is an antecedent of subordinate UPB. Second, the study sheds important new light on how employees respond to supervisor BLM through cognitive processes. Third, it examines the moderating role of subordinate power-distance orientation between supervisor BLM, moral disengagement and UPB.
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Burt, Ian, Theresa Libby, and Adam Presslee. "The Impact of Superior-Subordinate Identity and ex post Discretionary Goal Adjustment on Subordinate Expectancy of Reward and Performance." Journal of Management Accounting Research 32, no. 1 (March 1, 2020): 31–49. http://dx.doi.org/10.2308/jmar-52559.
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ABSTRACT Firms often evaluate subordinate performance relative to a difficult but attainable goal set at the beginning of the evaluation period. For many, a mechanism exists by which these goals may be adjusted downward at the end of the period to account for an uncontrollable negative event. We examine, experimentally, how the knowledge that a downward ex post discretionary goal adjustment is possible affects subordinates' expectancy of reward and performance in periods where a negative uncontrollable event occurs, and whether high identity, defined as high perceived social connectedness between the superior and subordinate, moderates this effect. We find that high superior-subordinate identity can offset the otherwise negative impact of the potential for downward ex post discretionary goal adjustment on subordinates' expectancy of reward and performance. Thus, creating an organizational culture that promotes identity between superiors and subordinates can complement incentive-based controls in motivating subordinate performance. JEL Classifications: C91; J33; M41; M52. Data Availability: Please contact the authors.
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Issaka-Toure, Fulera. "Claiming Autonomy through Agency in a Patriarchal Structure." Hawwa 14, no. 1 (August 22, 2016): 78–93. http://dx.doi.org/10.1163/15692086-12341303.
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The Muslim marriage in Ghana is a hierarchical relationship which entails an authority and a subordinate. Husbands are the authorities while wives are the subordinates. The former has more power while the latter acts on the dictates of the former. Such is the structure of Muslim marriages at least at the theoretical level. Husbands are superior and wives are subordinates. However being subordinate does not imply one loses one’s capacity to act and decide for one’s own being. In this paper I would show through empirical research that the supposed subordinate and subservient Muslim wife alters the strand in search of autonomy.
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Ding, He, and Enhai Yu. "Subordinate-oriented strengths-based leadership and subordinate job performance: the mediating effect of supervisor–subordinate guanxi." Leadership & Organization Development Journal 41, no. 8 (September 8, 2020): 1107–18. http://dx.doi.org/10.1108/lodj-09-2019-0414.
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PurposeThe aim of the present study was to examine the association of subordinate-oriented strengths-based leadership (SSBL) with subordinates’ job performance (task performance and innovative behavior) as well as the meditating role of supervisor–subordinate guanxi (SSG) in these relationships.Design/methodology/approachSelf-report data on SSBL, SSG, task performance and innovative behavior were gathered from 642 Chinese employees working in various Chinese enterprises. Structural equation modeling was used to analyze the data.FindingsThe results indicated that SSBL is positively related to subordinates’ job performance (task performance and innovative behavior). Furthermore, SSG partially mediated the relationship of SSBL with task performance and with innovative behavior.Originality/valueThis study is the first to empirically examine the relationship of SSBL with job performance. In addition, this study adds to the knowledge on the SSBL–job performance linkage by investigating the mediational effect of SSG on the relationship.
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Rahman, Syahrir, and Nomahaza Mahadi. "A CONCEPTUAL PAPER ON THE INFLUENCE OF MUTUAL RESPECT ON LEADER-SUBORDINATE RELATIONSHIP IN THE MALAYSIAN PUBLIC SERVICES." Journal of Science, Technology and Innovation Policy 7, no. 2 (December 29, 2021): 39–46. http://dx.doi.org/10.11113/jostip.v7n2.89.
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Respect has a crucial role in a dyadic relationship, especially between leader and subordinate, because of the reciprocal costs in the relationship when respect is gained or earned. Leaders can be respected because of their position or fair treatment given to their subordinates. Respect has been featured in the leadership literature; however, few touches on the perspective of mutuality in respect, especially in a dyadic leader-subordinate relationship. The impact of the leader-subordinate relationship is significant in the Malaysian public services, as the scheme of grades determines the employees’ hierarchy. The Malaysian public services organizations' issues often arise from employees’ behavior and working relationships that affect their delivery. A high exchange of the dyadic leader and subordinate relationship correlated with desirable outcomes such as positive performance and attitudinal outcomes. One of the significant elements of the subordinates’ response is the attitude of respect towards the leader. Hence, this paper aimed to investigate the influence of mutual respect on the leader-subordinate working relationship in the public services that has implications for performance and service delivery.
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Sloman, Katherine A., Graham R. Scott, D. Gordon McDonald, and Chris M. Wood. "Diminished social status affects ionoregulation at the gills and kidney in rainbow trout (Oncorhynchus mykiss)." Canadian Journal of Fisheries and Aquatic Sciences 61, no. 4 (April 1, 2004): 618–26. http://dx.doi.org/10.1139/f04-032.
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Competition for social status can result in physiological differences between individuals, including differences in ionoregulatory ability. Subordinate rainbow trout (Oncorhynchus mykiss) had two-fold higher uptake rates of sodium across the gill and two-fold higher whole-body sodium efflux rates than the dominant fish with which they were paired. Sodium efflux was then divided into branchial and renal components, both of which were higher in subordinates. Branchial sodium efflux accounted for 95%98% of sodium loss. Plasma sodium concentrations were more variable, although not significantly different, in subordinate fish, suggesting that the increased loss of sodium in these trout is compensated for by an increase in uptake rates. Urine flow rates and plasma cortisol concentrations were higher in subordinate fish, but there was no difference in glomerular filtration rate between dominants and subordinates. Renal sodium reabsorption was significantly reduced in subordinates. In summary, the ionoregulation of subordinate individuals was altered, most likely occurring as a result of stress-induced changes in gill permeability, resulting in a higher throughput of water and increased branchial sodium efflux. These changes in ionoregulatory ability have many physiological implications, including the increased susceptibility of subordinates to ionoregulatory challenges and an increased metabolic cost of ionoregulation.
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Grodzicki, Jacek, and Arup Varma. "A Comparative Study of the Impact of Leader-member Exchange in Two Samples: U.s.a. And Poland." Organizations and Markets in Emerging Economies 2, no. 1 (May 31, 2011): 9–23. http://dx.doi.org/10.15388/omee.2011.2.1.14286.
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Leader-Member Exchange (LMX) theory argues that supervisor-subordinate interactions in the workplace are guided by the type of relationship that develops in each individual dyad, and that the quality of the relationship significantly impacts critical outcomes such as performance ratings. Further, it has been argued that supervisors and subordinates often view the relationship through different lenses – leading to significantly different perceptions of the quality of relationship. In this field study, using data from 32 supervisors and 104 subordinates in the US, and 72 supervisors and 116 subordinates in Poland, we examine the relationship between LMX and performance ratings, as well as compare supervisor and subordinate perceptions of the relationship. In both samples, supervisor ratings of LMX quality were higher than those of the subordinates, and subordinates who received higher LMX ratings from their supervisors also received higher performance ratings. Finally, the correlation between supervisor and subordinate ratings of LMX was significantly higher for the Polish sample as compared to the US sample. We discuss the results in terms of both theoretical and practical significance, and offer suggestions for future research.
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Mushonga, Shingirayi M. "Organizational Connections: The Moderation of Subordinate POS in the Relationship between LMX and Work Outcomes." Journal of Management Research 8, no. 4 (December 30, 2016): 100. http://dx.doi.org/10.5296/jmr.v9i1.10434.
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Previous research on leader-member exchange (LMX) has often viewed the supervisor as the primary recipient of organizational resources. These resources often serve as incentives or catalysts for the subordinates to enter a dyadic relationship with the supervisor. However, this research has overlooked the salient role that subordinates play in the initiation of these relationships and their contributions to the organization. The aim of the present study was to examine LMX and perceived organizational support (POS) simultaneously from the subordinate’s perspective and its impact in the development of LMX and work outcomes. Hayes’ process macro (2013) was used to test the moderation model using a sample of 111 subordinates. Results confirm that subordinate POS moderates the relationship between (LMX) and various work outcomes (job satisfaction, organizational commitment, and organizational citizenship behavior (OCB)). Furthermore, the relationship between LMX and work outcomes was stronger when subordinates had high POS. The implications, limitations, and direction for future research are discussed.
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Dantzer, Ben, Ines Braga Goncalves, Helen C. Spence-Jones, Nigel C. Bennett, Michael Heistermann, Andre Ganswindt, Constance Dubuc, David Gaynor, Marta B. Manser, and Tim H. Clutton-Brock. "The influence of stress hormones and aggression on cooperative behaviour in subordinate meerkats." Proceedings of the Royal Society B: Biological Sciences 284, no. 1863 (September 20, 2017): 20171248. http://dx.doi.org/10.1098/rspb.2017.1248.
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In cooperative breeders, aggression from dominant breeders directed at subordinates may raise subordinate stress hormone (glucocorticoid) concentrations. This may benefit dominants by suppressing subordinate reproduction but it is uncertain whether aggression from dominants can elevate subordinate cooperative behaviour, or how resulting changes in subordinate glucocorticoid concentrations affect their cooperative behaviour. We show here that the effects of manipulating glucocorticoid concentrations in wild meerkats ( Suricata suricatta ) on cooperative behaviour varied between cooperative activities as well as between the sexes. Subordinates of both sexes treated with a glucocorticoid receptor antagonist (mifepristone) exhibited significantly more pup protection behaviour (babysitting) compared to those treated with glucocorticoids (cortisol) or controls. Females treated with mifepristone had a higher probability of exhibiting pup food provisioning (pup-feeding) compared to those treated with cortisol. In males, there were no treatment effects on the probability of pup-feeding, but those treated with cortisol gave a higher proportion of the food they found to pups than those treated with mifepristone. Using 19 years of behavioural data, we also show that dominant females did not increase the frequency with which they directed aggression at subordinates at times when the need for assistance was highest. Our results suggest that it is unlikely that dominant females manipulate the cooperative behaviour of subordinates through the effects of aggression on their glucocorticoid levels and that the function of aggression directed at subordinates is probably to reduce the probability they will breed.
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Saltzman, Wendy, Leslie J. Digby, and David H. Abbott. "Reproductive skew in female common marmosets: what can proximate mechanisms tell us about ultimate causes?" Proceedings of the Royal Society B: Biological Sciences 276, no. 1656 (October 21, 2008): 389–99. http://dx.doi.org/10.1098/rspb.2008.1374.
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Common marmosets are cooperatively breeding monkeys that exhibit high reproductive skew: most subordinate females fail to reproduce, while others attempt to breed but produce very few surviving infants. An extensive dataset on the mechanisms limiting reproduction in laboratory-housed and free-living subordinate females provides unique insights into the causes of reproductive skew. Non-breeding adult females undergo suppression of ovulation and inhibition of sexual behaviour; however, they receive little or no aggression or mating interference by dominants and do not exhibit behavioural or physiological signs of stress. Breeding subordinate females receive comparable amounts of aggression to non-breeding females but are able to conceive, gestate and lactate normally. In groups containing two breeding females, however, both dominant and subordinate breeders kill one another's infants. These findings suggest that preconception reproductive suppression is not imposed on subordinate females by dominants, at a proximate level, but is instead self-imposed by most subordinates, consistent with restraint models of reproductive skew. In contrast to restraint models, however, this self-suppression probably evolved not in response to the threat of eviction by dominant females but in response to the threat of infanticide. Thus, reproductive skew in this species appears to be generated predominantly by subordinate self-restraint, in a proximate sense, but ultimately by dominant control over subordinates' reproductive attempts.
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Lin, Tzu-Ting, and Yuanhsi Liao. "Future temporal focus in resilience research: when leader resilience provides a role model." Leadership & Organization Development Journal 41, no. 7 (July 19, 2020): 897–907. http://dx.doi.org/10.1108/lodj-10-2019-0429.
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PurposeDespite more and more researchers recommend that time-related issues should be considered into the resilience research, temporal issue is still largely neglected in empirical domain. The purpose of this study is to introduce the concept of future temporal focus, while investigating whether and when leader resilience contributes to subordinates' level of conveyed resilience.Design/methodology/approachSurvey responses from a two-source field study involving 222 supervisor–subordinate dyads were collected. Regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software.FindingsResults showed that there is no significant effect of leader resilience on subordinate resilience. However, consistent with hypotheses, leader's future temporal focus and resilience had a significant interactive effect on subordinate's resilience. That is, when leaders had higher level of future temporal focus, their resilience would be positively correlated with subordinate resilience.Practical implicationsThe findings of the study provide important practical insights into developing relevant training and intervention programs in organizations to cultivate employee resilience. These can also be strengthened by encouraging leaders' future-oriented cognition on work-related domains and leader–member exchange relationship.Originality/valueOverall, this study introduced temporal focus into resilience theory by providing evidence of its impacts on employee behaviors, and emphasized the important role of future temporal focus of leader.
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Kang, Euijin, EunKyoung Chung, and YoungWoo Sohn. "The effect of subordinate motivation on performance." Korean Journal of Industrial and Organizational Psychology 24, no. 3 (August 31, 2011): 553–74. http://dx.doi.org/10.24230/kjiop.v24i3.553-574.
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The purpose of this study is to examine whether subordinate attribution style on leader emotional (positive and negative) display moderates the relationship between subordinate achievement motivation/personal need for structure(PNS) and performance. 75 employees in the sales department of a pharmaceutical company participated in the survey. Results showed that subordinates using person-attribution style on leader negative emotional display performed better than those using performance-attribution style, though they had the same high level of explicit achievement motivation and PNS. That is, the moderating role of subordinate attributional style on leader negative emotional display was verified. On the contrary, subordinate attributional style on leader positive emotional display did not moderate the relationship between subordinate explicit achievement motivation/PNS and performance. Theoretical and practical implications, limitations, and future research are discussed.
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Zhou, Yanghua. "The Development of Athletes in Different Sports." International Business & Economics Studies 1, no. 2 (November 3, 2019): p161. http://dx.doi.org/10.22158/ibes.v1n2p161.
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This study seeks to identify effective methods for developing outstanding athletes. Through interviews and questionnaire surveys with supervisors, coaches, members of subordinate teams, and university sports clubs, it was found that the characteristics of subordinates of different sports vary. This study conducts interviews with supervisors of subordinate basketball and soccer teams and a university baseball club. Fifty-four samples were obtained from team members of one subordinate basketball team, one subordinate soccer team, and one university baseball club. Using a qualitative and quantitative approach, this study drew conclusions on the methods for the development of athletes in various sports. It also confirms that subordinate teams or university sports clubs have a positive influence on outstanding athlete development. The limitations of the study and topics for future research are also discussed.
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Do, Jae-Heon, Seung-Wan Kang, and Suk Bong Choi. "The Effect of Perceived Supervisor–Subordinate Congruence in Honesty on Emotional Exhaustion: A Polynomial Regression Analysis." International Journal of Environmental Research and Public Health 18, no. 17 (September 6, 2021): 9420. http://dx.doi.org/10.3390/ijerph18179420.
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Do subordinates unequivocally prefer honest superv =isors? This study investigates whether congruence in supervisor–subordinate honesty has a positive effect on lowering the emotional exhaustion experienced by subordinates. For the research data, a two-part survey with a one-month time interval was conducted among office workers, and 409 responses were collected. These were empirically analyzed using polynomial regression analysis and response surface analysis, instead of the common methodology based on difference values used in past studies on the fit between a person and their environment. The analysis results confirmed that supervisor–subordinate congruence in honesty has a negative relationship with subordinates’ emotional exhaustion and supervisor–subordinate congruence at higher levels of honesty will have stronger negative relationships with emotional exhaustion. This study expands the intrapersonal context of the existing research on supervisors’ honesty to the interpersonal context and empirically demonstrates the effect of honesty congruence. It also discusses its theoretical and practical implications as well as limitations, and it provides suggestions for future studies.
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Bao, Yan, Ping Han, Shudi Liao, and Jianqiao Liao. "The effects of leader–subordinate power distance orientation congruence on employees' taking charge behaviors in China: a moderated mediation model." Leadership & Organization Development Journal 42, no. 3 (January 29, 2021): 370–95. http://dx.doi.org/10.1108/lodj-06-2020-0254.
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PurposeBased on the social exchange theory, this study explores the mechanism of leader–subordinate power distance orientation (PDO) congruence with employees' taking charge behavior (TCB) and also verifies the moderated mediation effect of employees' promotion regulatory focus (PROM-F) on leader–subordinate PDO congruence and on employees' TCB through trust in the leader (which is the mediator).Design/methodology/approachBased on 296 questionnaires from 46 teams of Chinese enterprises, the authors use cross-level polynomial regressions and response surface techniques to analyze the effect of leader–subordinate PDO congruence on employees' TCB and use the block variable technique to test the mediating effect of trust in the leader.Findings(1) When leader–subordinates' PDO is congruent, the leader–subordinate low-low PDO matching pattern leads to more employees' TCB than the leader–subordinate high-high PDO matching pattern. (2) When leader–subordinate PDO is incongruent, the leader–subordinate low–high PDO matching pattern will lead to more TCB than the high-low PDO pattern.Practical implications(1) Encourage and promote the development of diverse cultures in enterprises. (2) Respect the power and status of employees and encourage a low-PDO leadership style. (3) Increase credibility by developing and establishing a good corporate leader image.Originality/value(1) The unique background of this survey offers important cross-cultural information on the effects of leader–subordinate PDO congruence. (2) The results of this research enrich the theoretical understanding of the factors that influence TCB. (3) Reveal the internal mechanisms of CPD congruence with TCB and demonstrate an indirect effect of trust in leader. (4) The discussion of the moderating role of employee's PROM-F will also deepen the understanding of the exchange relationship between leaders and subordinates.
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Elo, Anna-Liisa, Jenni Ervasti, Eeva Kuosma, and Pauliina Mattila-Holappa. "Effect of a leadership intervention on subordinate well-being." Journal of Management Development 33, no. 3 (April 8, 2014): 182–95. http://dx.doi.org/10.1108/jmd-11-2012-0146.
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Purpose – Leadership behaviours are shown to contribute to subordinate well-being. The purpose of this paper is to investigate the effect of a 7.5-day personal growth-orientated leadership intervention among line supervisors on subordinate well-being at work in a public sector construction organization. Design/methodology/approach – A quasi-experimental design was applied to investigate the effects on the subordinates’ perceptions of the psychosocial work environment, leadership, and well-being. The intervention group comprised the subordinates (n=49) of the leadership intervention units and the control group comprised the subordinates (n=96) of the non-participating units. Data were collected with pre- and post-measurement surveys and analysed with repeated measures ANCOVA. Findings – The intervention improved the flow of information after adjusting for the subordinates’ level of participation in the organizational stress management programme and background variables. The subordinates’ perception of leadership or of their own well-being did not improve compared to the control group. Research limitations/implications – More detailed and proximal outcome indicators are needed. Several measurements and a process evaluation of the implementation are recommended. Practical implications – Line supervisors need to be informed about the goals and methods of a personal growth intervention in order to encourage them to meet their strengths and limitations. The improvement of blue-collar subordinate well-being through leadership development might benefit from more practical training approaches. Originality/value – The personal growth approach to line supervisors’ development is rare. The effect of the development on subordinate well-being has not been investigated.
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Cho, Inchul, Ismael Diaz, and Dan S. Chiaburu. "Blindsided by linearity? Curvilinear effect of leader behaviors." Leadership & Organization Development Journal 38, no. 2 (April 3, 2017): 146–63. http://dx.doi.org/10.1108/lodj-04-2015-0075.
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Purpose The purpose of this paper is to posit and empirically demonstrate that positive and negative leader behaviors have a linear relationship with subordinate outcomes. The authors challenge this notion, and test a model where leader positive and negative behaviors have a curvilinear relationship (inverse-U shaped) with subordinate job satisfaction. Design/methodology/approach Cross-sectional design, based on a sample of 131 employees working across organizations and industries in the USA. Subordinates provided information on all study measures. Findings The authors show that higher levels of positive and negative behaviors from the leader will not generate a corresponding linear increase in employees’ satisfaction. Instead, the relationship is non-linear, with diminishing returns in subordinate job satisfaction for positive leader behaviors and higher ones for negative leader behaviors. In addition, subordinates with high levels of hardiness are more satisfied with positive leader behaviors, and report less dissatisfaction with negative leader behaviors. Research limitations/implications Limitations are cross-sectional design, self-reported data, measurement of a limited number of leader behaviors as representative of leader positive and negative behaviors, and focus on only one dependent construct (subordinate job satisfaction). Practical implications Above a certain point, leaders’ positive behaviors have limited effect on increasing subordinates’ job satisfaction. Likewise, leaders’ negative behaviors decrease subordinates’ job satisfaction only above specific levels of leader behaviors. Originality/value The authors challenge this notion of linearity by theorizing and demonstrating that subordinates’ job satisfaction is influenced by leader positive and negative behaviors in non-linear relationship characterized by an inverse-U-shaped and a specific increase and decrease pattern.
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Saito, Junko. "Construction of institutional identities by male individuals in subordinate positions in the Japanese workplace." Pragmatics. Quarterly Publication of the International Pragmatics Association (IPrA) 22, no. 4 (December 1, 2012): 697–719. http://dx.doi.org/10.1075/prag.22.4.07sai.
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This study qualitatively examines how male individuals in subordinate positions in a Japanese workplace construct institutional identities in superior-subordinate interactions in the workplace. The analysis demonstrates that the male subordinates’ use of the masu form (the addressee honorific form) in conjunction with their epistemic stance contributes to the display of different facets of institutional identities. It also shows that individuals in subordinate positions draw on various discourse strategies, such as incomplete phrases and the plain form (the non-honorific form), so as to obscure the social relationships between superiors and themselves, as well as to avoid performing the role of buka ‘work subordinate’, who is obligated to obey superiors. Confirming the findings of previous research on identity construction, this study demonstrates that by strategically manipulating their linguistic resources, male subordinates can display different institutional identities on a moment-by-moment basis in a given context. Furthermore, the study contributes to the examination of power relations in workplace discourse, as well as touching upon a gender difference in language use.
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Dubuc, C., S. English, N. Thavarajah, B. Dantzer, S. P. Sharp, H. C. Spence-Jones, D. Gaynor, and T. H. Clutton-Brock. "Increased food availability raises eviction rate in a cooperative breeding mammal." Biology Letters 13, no. 4 (April 2017): 20160961. http://dx.doi.org/10.1098/rsbl.2016.0961.
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In group-living mammals, the eviction of subordinate females from breeding groups by dominants may serve to reduce feeding competition or to reduce breeding competition. Here, we combined both correlational and experimental approaches to investigate whether increases in food intake by dominant females reduces their tendency to evict subordinate females in wild meerkats ( Suricata suricatta ). We used 20 years of long-term data to examine the association between foraging success and eviction rate, and provisioned dominant females during the second half of their pregnancy, when they most commonly evict subordinates. We show that rather than reducing the tendency for dominants to evict subordinates, foraging success of dominant females is positively associated with the probability that pregnant dominant females will evict subordinate females and that experimental feeding increased their rates of eviction. Our results suggest that it is unlikely that the eviction of subordinate females serves to reduce feeding competition and that its principal function may be to reduce reproductive competition. The increase in eviction rates following experimental feeding also suggests that rather than feeding competition, energetic constraints may normally constrain eviction rates.
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Kim, Soyeon, and Mannsoo Shin. "The effectiveness of transformational leadership on empowerment." Cross Cultural & Strategic Management 24, no. 2 (May 2, 2017): 271–87. http://dx.doi.org/10.1108/ccsm-03-2016-0075.
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Purpose The purpose of this paper is to investigate the influence of gender on the effectiveness of transformational leadership. Drawing on role congruity theory, it elucidates the moderating effects of leader gender, subordinate gender, and leader-subordinate gender dyad on the relationship between transformational leadership and psychological empowerment. Design/methodology/approach Employees of companies in Korea responded to a paper-pencil survey, rating their psychological empowerment and leadership behaviors of their direct leader on a five-point Likert-type scale. The analysis includes 339 responses. Findings The results indicate that a leader’s gender has no significant moderating effect on psychological empowerment, but the gender of the subordinate has a significant moderating effect, with male subordinates more strongly influenced by transformational leadership than female subordinates. Notably, the findings show that the effectiveness of transformational leadership is contingent on the leader-subordinate gender dyad. Specifically, transformational leadership has as significant an effect on female leader-male subordinate dyads as on male leader-male subordinate dyads. Research limitations/implications This study contributes to leadership and gender studies in the management field by investigating the effect of gender roles on the effectiveness of transformational leadership. Future research should extend this study and explore whether these findings are generalizable. Practical implications The remarkable finding of the effect of female leadership on employee empowerment suggests organizations should use more female leaders. Originality/value This is the first empirical study to shed light on gender issues in relation to transformational leadership in Korea.
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Long, Chris P. "Promoting fairness in the face of conflict: the moderating effect of social control." Leadership & Organization Development Journal 37, no. 5 (July 4, 2016): 593–608. http://dx.doi.org/10.1108/lodj-09-2014-0175.
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Purpose – The purpose of this paper is to describe how superior-subordinate conflicts stimulate managers to promote fairness. The theory proposes that managers’ efforts to apply social controls (i.e. training and socialization activities that promote emotional connection and value congruence) moderate the influence of superior-subordinate conflicts on managers’ efforts to promote fairness. When conflicts are experienced by managers who apply social controls, those managers increase their efforts to promote fairness. Because managers who apply social controls need subordinates to endorse their directives, they promote fairness in the face of conflict to demonstrate that they manage subordinates in ways that are appropriate and deserving of their cooperation. Design/methodology/approach – These ideas are tested in two studies: a survey of managers and their subordinates and a scenario-based experiment. Findings – The results obtained from these studies demonstrate that when managers who apply social controls encounter superior-subordinate conflicts, they more actively work to fairly distribute rewards and responsibilities (i.e. promote distributive fairness) and accurately and consistently implement organizational procedures (i.e. promote procedural fairness). Practical implications – This paper demonstrates how managers who are engaged in important sets of behaviors use fairness to address conflicts with their subordinates. Originality/value – By identifying when superior-subordinate conflicts stimulate managers to promote fairness, this paper contributes to research on how individuals use fairness and controls together to maintain their positions of authority within social contexts (e.g. groups, units, organizations).
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Chiaburu, Dan S., Ann Chunyan Peng, and Linn Van Dyne. "Does It Matter How I Say It?" Journal of Personnel Psychology 14, no. 2 (July 17, 2015): 104–8. http://dx.doi.org/10.1027/1866-5888/a000125.
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We conducted an experiment to examine the effect of how subordinates present ideas (constructive vs. complaining form) on supervisor (receiver) responses (perceptions of subordinate intrusiveness and of overall performance). We demonstrated a joint effect of subordinate idea presentation (manipulated) and supervisor dogmatism (measured) such that supervisors with high levels of dogmatism rated subordinates who presented voice constructively as more intrusive and lower in performance than those with low dogmatism. Supervisor perspective taking mediated these relationships. Our findings highlight the importance of presenting ideas in a constructive form to receivers with low levels of dogmatism.