Relational Perspectives on Leaders’ Influence Behavior

Chong, Melody P M; Peng, Tai-Kuang; Fu, Ping; Richards, Malika; Muethel, Miriam; Caldas, Miguel; Shang, Yu Fan

doi:10.1177/0022022114554035

Cited by 16 publications

(8 citation statements)

References 71 publications

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“…Different from LMX, SSG is mainly established on the basis of the trust and emotional connection between the superiors and subordinates. In Chinese societies, guanxi is viewed as a key factor in treating the opposite party among the various interactions (Charoensukmongkol, 2022; Chong et al, 2015; T.-J. Wu et al, 2019; T.…”

Section: Methodsmentioning

confidence: 99%

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…The relevance and connection among people are called guanxi in Chinese societies. The idea of guanxi in Chinese originated from Confucianism (Charoensukmongkol, 2022;Chong et al, 2015;Hwang, 1987;) and provides individuals with a role positioning in the society and the behavior rules to get along with others, which offers a significant value in building the interpersonal relationship in Chinese societies. Hwang (1987) regarded guanxi as a special ''social connection'' in Chinese societies, and the guanxi was established on the basis of the common benefits and profits (T.-J.…”

Section: Supervisor-subordinate Guanxi As Moderatormentioning

confidence: 99%

“…Many studies proposing the subtle relations existed between supervisors and subordinates (SSG) could be regarded as the associated interaction in the interpersonal relationship as the process of behavior, in/with which both aforementioned parties exchanged what they considered valuable by participating in the interaction (Charoensukmongkol, 2022; Chong et al, 2015; Hartner-Tiefenthaler, 2020; T.-J. Wu et al, 2019; T.…”

Section: Introductionmentioning

confidence: 99%

“…Z. Li et al (2019) indicated the supervisor–subordinate relationship quality and emphasized the different attitudes toward each member occurred because of the existed relationship (Charoensukmongkol, 2022; Chong et al, 2015; Hartner-Tiefenthaler, 2020; Pichler et al, 2016; Tse et al, 2012). In addition, a returned interaction relationship might exist in such a situation (T.-J.…”

Section: Introductionmentioning

confidence: 99%

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How Does Commitment Affect Employee’s Innovative Behavior? A Time-Lagged Study

Wang,

Hou

2023

SAGE Open

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The employee’s innovative behavior plays an important role in the process of hotel operation. The purpose of this study was to examine the mechanisms by which hotel industry employees’ commitment affects innovative behavior, examining the mediating role of job involvement and the moderating role of superior-subordinate guanxi (SSG). The study collected 127 hotel supervisors’ questionnaires and 694 hotel employees’ questionnaires from Shandong Province. Results show that employees’ organizational and supervisor commitments would affect their innovative behavior, whereas job involvement plays as a mediating role. Moreover, SSG present a moderating effect onto employees’ job involvement and innovative behavior. Employees with high SSG show a better innovative behavior on low job involvement than those with low SSG on a high job involvement. Our research has enriched and expanded the study of innovative behavior and SSG, and is an important guide for managers in the hospitality industry.

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Section: Methodsmentioning

confidence: 99%

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Section: Supervisor-subordinate Guanxi As Moderatormentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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How Does Commitment Affect Employee’s Innovative Behavior? A Time-Lagged Study

Wang,

Hou

2023

SAGE Open

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The missing link? Implications of internal, external, and relational attribution combinations for leader–member exchange, relationship work, self‐work, and conflict

et al. 2019

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Summary Attributions are causal explanations made by individuals in response to important, novel, and/or unexpected events. Numerous attribution theories have examined how people use information to make attributions and how attributions impact an individual's subsequent emotions and outcomes. However, this research has only recently considered the implications of dyadic‐level attributions (i.e., relational attributions), particularly in the context of leader–follower relationships in organizations. Therefore, the purpose of this theoretical paper is threefold. First, we integrate research on attributional biases into the research on relational attributions. Second, we integrate and extend attribution theory to consider the implications of convergent and divergent internal, external‐person, external‐situational, and relational attributions for leader–member exchange (LMX) quality, relationship work, self‐work, and conflict. Third, we make the implicit ranking of attribution combinations and the resultant levels of relationship work explicit. In doing so, we contribute to attribution theory and research by proposing how attribution combinations produce positive and negative outcomes that are both intrapersonal and interpersonal. Further, we contribute to the LMX literature by explicating how leader–follower attribution combinations influence relationship quality.

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