The Moderating Effect of Vertical Relational Identity on the Dual Dimensions of Differential Leadership and Subordinate Effectiveness
Date Issued
2015
Date
2015
Author(s)
Hsieh, Pei-Ju
Abstract
Differential leadership is an unique and common leadership style in Chinese organization. However, the relationships of differential leadership and subordinates’ effectiveness are found inconsist. Most studies see differential leadership as one dimension without looking carefully of its content. Base on resource theory, differential leadership can be divided to two behavioral dimensions: one is favoritism behavior on economic and work-related resource—work-based differential leadership; the other is favoritism behavior on affect-related resource—affect-based differential leadership. In view of this, this study uses resource theory to analysis the relationship of differential leadership and subordinate’s work performance and loyalty to supervisor. In addition, to further understanding differential leadership, this study aims to discuss related subordinate’s vertical relational identity as an moderator. Data from 150 employees support our dual factors model of differential leadership and discernment validity. The regression analysis of another data from 251 colleague-pairs showed work-based differential leadership is positively related to work performance, and affect-based differential leadership is positively related to loyalty to supervisor. Furthermore, subordinate’s instrumental relational identity positively moderated the relationship of work-based differential leadership and work performance, as expressive relational identity positively moderated affect-based differential leadership and loyalty to supervisor. Implications for practice, research restrictions and future research are discussed.
Subjects
differential leadership
work-based differential leadership
affect-based differential leadership
vertical relational identity
work performance
loyalty to supervisor
Type
thesis
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ntu-104-R01227103-1.pdf
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