Supervisor-subordinate guanxi: A meta-analytic review and future research agenda |
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| Institution: | 1. Department of Management and Marketing, Franklin P. Perdue School of Business, Salisbury University, Salisbury, MD 21801, United States of America;2. Department of Management, College of Business and Economics, Towson University, Towson, MD 21252, United States of America;3. Department of Management, The Belk College of Business, University of North Carolina at Charlotte, Charlotte, NC 28223, United States of America;4. Department of Management, School of Business, Virginia Commonwealth University, Richmond, VA 23284, United States of America;1. Department of Psychology, Education and Child Studies, Erasmus University Rotterdam, The Netherlands;2. Lee Kong Chian School of Business, Singapore Management University, Singapore;1. Institute for Engaged Aging and Department of Psychology, Clemson University, United States;2. Department of Psychology, Clemson University, United States;1. Department of Organizational Behavior and Human Resource Management, China Europe International Business School, China;2. School of Labour and Human Resources, Renmin University of China, China;3. School of Economics and Management, Northeast Agricultural University of China, China;1. Mike Ilitch School of Business, Wayne State University, 2771 Woodward Avenue, Room 467, Detroit, MI 48201, United States of America;2. School of Human Resources and Labor Relations, 368 Farm Lane, Room S402A, Michigan State University, East Lansing, MI 48824, United States of America |
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| Abstract: | The present research focuses on supervisor-subordinate guanxi (SSG) – a non-work or personal tie that reflects the relationship between a subordinate and their supervisor. Although SSG has received considerable attention, results are mixed. Further, how the Eastern conceptualization of SSG differs from the Western conceptualization of leader-member exchange (LMX) remains nebulous. We meta-analyzed 71 samples that contain 238 effect sizes. We found that: (1) SSG has a strong overlap with LMX (ρ̅̂ = 0.56); (2) SSG has small magnitude relations with its correlates (age, gender, education, and tenure); (3) SSG demonstrates smaller relative weights than LMX in predicting outcome variables (task performance, organizational citizenship behavior, job satisfaction, organizational commitment, turnover intention, subordinates' perceived distributive justice, subordinates' perceived procedural justice, and trust in supervisor); and (4) SSG contributes statistically significant, yet very small (ranging from 0.00 to 0.04), incremental validity above and beyond LMX in predicting all of the aforementioned outcome variables except for subordinates' perceived distributive justice. We conclude with a discussion of future directions for research on SSG. |
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