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.
We applied social learning theory and social exchange theory to examine a parallel multiple mediator model of how perceived servant leadership affects employee service performance. Data collected from 404 supervisor–subordinate dyads revealed that service climate (environmental factor) and the leader–member relationship (psychological factor) played a parallel mediation role in the relationship between servant leadership and employee service performance. Our findings expand both research on service objects and perspectives on service industries, and provide a new opportunity to clarify the essence of service behavior. The implications of these results and study limitations are discussed.
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