Maintenance Communication in Superior-Subordinate Work Relationships

In a series of two studies, this research (a) identified strategic situations in which superiors and subordinates felt the need to maintain their relationships, (b) delineated communication tactics and strategies that supervisors and subordinates consciously enacted to maintain their relationships, and (c) investigated how superiors and subordinates in different kinds of relationship exchanges employed maintenance communication behaviors and activities in strategic maintenance situations. Findings indicated that approximately 50% of the maintenance situations that respondents identified concerned deteriorating interactional contexts, 25% concerned escalating situations, and 25% concerned routine situations. In addition, results suggested that although there may be similarities across situations with respect to the overall strategies that superiors and subordinates use to maintain their relationships, how they enact those strategies is fairly unique depending on the situation and the quality of the leader-member relationships (as perceived by subordinates).     

组织中上下级的双向信任：影响及机制

研究采取双向信任的视角,同时考虑组织中员工感知到的来自上级的信任(即,被信任感)和员工对上级信任对员工心理和行为的影响及机制。以737名企业员工为被试、运用问卷调查法、采用结构方程模型分析数据,结果显示：下级的被信任感与对上级的信任正相关;下级对上级的信任对下级工作绩效的影响主要通过心理安全的完全中介作用实现;而下级的被信任感分别通过感激和心理授权的完全中介作用影响下级工作绩效和满意度。     

管理者影响策略的结构

本研究根据中国企事业组织内管理者对他人发挥影响力的特点 ,选取反映中国文化的影响计策编成题目 ,并与西方背景下构建的组织影响策略量表汇编成问卷。 2 1 8位中国管理者用汇编的问卷评定他们与直接上司和直接下属在工作中相处时使用这些计策的频率。结果发现 ,在因素水平有“应变控制”和“温情说服”两个正交因素。这两个因素跨影响方向一致。对各因素内的题目做聚类分析 ,发现大多数聚类的内容跨影响方向的一致性不高。与西方的组织策略量表对照 ,因新题目的加入 ,汇编的影响计策量表内的聚类更好地反映了中国管理者使用影响计策的特点。     

The Relationship of Personality test Scores to School Marks and Intelligence Quotients

Summary

After Kipnis et al., it was hypothesized that superiors who believe they employ strong means of influence attribute the behavior of their subordinates to that influence, devalue the contributions of their subordinates, and increase the social distance between themselves and their subordinates. Also, the effects of superior power from the viewpoint of the subordinate were assessed. With the use of different measures of power, attribution, and performance from Kipnis et al. and a sample of 77 female and male American nurses, it was found that superiors who perceive themselves to be relatively powerful report a greater social distance from their subordinates than less powerful superiors. Kipnis et al.'s other findings generally were not replicated. Examined subordinate reactions were shown to be minimal. The limitations of the study and the need to further explore the role of superior power in work settings are discussed.     

Power and social context in superior-subordinate interaction

Power differences are thought to interfere with superiors' interaction with subordinates. However, it is also argued that superiors with considerable power are most supportive of their subordinates. To explore these opposing positions, 90 undergraduates became managers with either high or low power who believed their goals were cooperatively, individualistically, or competitively related to their subordinate. Results support the hypothesis that social context affects how superiors use their power to interact with subordinates. High- and low-power superiors in cooperation had positive expectations, interacted constructively, restated the task, responded to requests for assistance, and developed a positive relationship compared to high- and low-power superiors in individualistic and competitive situations. In addition, only the high-power superiors in cooperation used their expertise to give direct aid to the subordinate. Results indicate that in cooperation superiors are likely to use their power constructively; however, in competitive and individualistic contexts, superiors are apt to fail to use their resources to facilitate subordinate performance. Results were also interpreted as suggesting that it is not so much the extent of superiors' power but the social context that affects their use of power and interaction with subordinates.     

SUPERIOR'S UPWARD INFLUENCE,SATISFACTION, AND OPENNESS IN SUPERIOR-SUBORDINATE COMMUNICATION: A REEXAMINATION OF THE “PELZ EFFECT”

Utilizing questionnaire data collected from subordinates (Ss) in three different organizations, this study reexamined the validity of the “Pelz Effect.” Specifically, the investigation explored the House et al. assertion that, for subordinates who perceive their supervisors as supportive leaders, there exists a curvilinear rather than positive linear association between supervisors’ upward influence and subordinates’ openness and satisfaction with supervision. Results, in general, did not support the House et al. position, but rather Pelz's original findings. However, analyses suggest the additional conclusion that the “Pelz Effect” is viable for subordinates who perceive their superiors as supportive or nonsupportive leaders, but has its greatest effects for subordinates in the former group.     

THE EFFECTS OF ATTRIBUTION AND SOCIAL CONTEXT ON SUPERIORS' INFLUENCE AND INTERACTION WITH LOW PERFORMING SUBORDINATES

Organizations need to create the conditions in which superiors use their power effectively and appropriately, perhaps especially when subordinates are performing inadequately. Ninety undergraduates became managers who interacted with a low performing worker who demonstrated either insufficient ability or motivation. The managers also believed that their goals were cooperatively, individualistically, or competitively linked to the subordinate. Results identify situational variables that moderate superiors' influence. Generally, the social context affected the orientation to the subordinate in that cooperative compared to competitive superiors expected mutual assistance, communicated supportively, and gave assistance. Attribution affected the choice of influence methods and the attitudes of superiors. Superiors used threats and came to dislike the low effort subordinate, but wanted to work again with the low ability subordinate. Cooperation fostered attraction even when the other performed ineffectively, provided the reason was inadequate ability and not inadequate motivation. Evidence also suggests that competition creates a rigid response to the low performing subordinate whereas cooperative supervisors flexibly respond to the specific shortcoming of subordinates.     

Rating leniency and halo in multisource feedback ratings: testing cultural assumptions of power distance and individualism-collectivism

This study extends multisource feedback research by assessing the effects of rater source and raters' cultural value orientations on rating bias (leniency and halo). Using a motivational perspective of performance appraisal, the authors posit that subordinate raters followed by peers will exhibit more rating bias than superiors. More important, given that multisource feedback systems were premised on low power distance and individualistic cultural assumptions, the authors expect raters' power distance and individualism-collectivism orientations to moderate the effects of rater source on rating bias. Hierarchical linear modeling on data collected from 1,447 superiors, peers, and subordinates who provided developmental feedback to 172 military officers show that (a) subordinates exhibit the most rating leniency, followed by peers and superiors; (b) subordinates demonstrate more halo than superiors and peers, whereas superiors and peers do not differ; (c) the effects of power distance on leniency and halo are strongest for subordinates than for peers and superiors; (d) the effects of collectivism on leniency were stronger for subordinates and peers than for superiors; effects on halo were stronger for subordinates than superiors, but these effects did not differ for subordinates and peers. The present findings highlight the role of raters' cultural values in multisource feedback ratings.     

THE ROLE OF UPWARD INFLUENCE TACTICS IN HUMAN RESOURCE DECISIONS

A model was examined which proposes that employee influence tactics impact human resource decisions by affecting managers' perceptions of the subordinate's interpersonal skills, manager liking of subordinates, and managers' perceptions of similarity to subordinates. The human resource decisions investigated were performance ratings, promotability assessments, and salary. Data were collected from 247 subordinates and their managers and from company records. Structural equation modeling results indicated that influence tactics were related to managers' perceptions of subordinates' interpersonal skills, liking, and perceptions of similarity to subordinates. Specifically, subordinates' use of reasoning, assertiveness, and favor rendering were positively related to managers' perceptions whereas bargaining and self-promotion were negatively related to these perceptions. Finally, there was no support for direct relationships between influence tactics and HR decisions.     

Social rank strategies in hierarchical relationships

Social rank theorists propose that threat appraisals evoke escalation behavior toward subordinates and de-escalation behavior toward superiors. These hypotheses were examined among records of behavior sampled ecologically from the work environments of 90 individuals. At the level of the event, situated threat appraisals (feeling criticized) predicted different kinds of behavior across status situations. Individuals tended to quarrel when criticized by subordinates and to submit when criticized by superiors. At the level of the person, aggregated rank appraisals (feeling inferior) predicted different kinds of behavior across status situations. Individuals who typically felt more inferior tended to quarrel more frequently with subordinates and to submit more frequently with superiors. Findings implicated inferiority and threat as fundamental dimensions underlying the behavior of the social rank system.     

Attributing the sources of accuracy in unequal-power dyadic communication: Who is better and why?

A study was conducted to assess accuracy of deliberate nonverbal communication of affective messages between individuals assigned to different power roles within dyads. In phase 1, participants (N = 158) were assigned to unequal- or to equal-power roles and asked to send positive, negative, and neutral messages to their partner using nonverbal cues while the partner guessed which kind of message it was. In phase 2, naïve decoders (N = 294) made judgments of the videotapes from phase 1 to resolve the confounding of sender and decoder factors in the within-dyad communication paradigm. Results showed that subordinates were more accurate at decoding superiors than vice versa, and that this difference was due to subordinates sending less clear messages to superiors than superiors sent to subordinates. Comparison with the equal-power group’s expressions revealed that the subordinates’ expressions were also less clear than those sent by the equal-power group.     

Agreement in Self–Other Ratings of Leader Effectiveness: The role of demographics and personality

Personality and demographic attributes for a set of 1221 focal managers were examined as correlates of leadership effectiveness evaluations that were obtained via a 360° feedback program. Polynomial regression was used to study the congruence of self‐ratings provided by focal managers relative to the different evaluative perspectives (i.e., immediate superior, peer, and subordinate). Analyses supported the prediction that focal manager's sex and age would be associated with the ratings provided by themselves and others. Plus, the tendency to overestimate one's own leader effectiveness relative to evaluations provided by others was found to be greater for males and older managers. Focal managers who expressed greater social sensitivity were evaluated more favorably by subordinates and peers, although not by superiors. Ratings of leader effectiveness from immediate superiors were, instead, more readily predicted by judgments of the performance of the focal manager's organizational unit relative to comparable units. Results of polynomial regression analysis, however, indicated that self–other agreement was related to the focal's sex, social sensitivity, and social dominance. Implications for understanding obstacles to openness to change are discussed.     

Framing Social Dominance Orientation and Power in Organizational Context

The present research incorporates both intergroup and interpersonal approaches to power to examine influence tactics in organizations. Both approaches suggest that there should be coordination between supervisors and subordinates in the workplace for the smooth functioning of organizations. Study 1 tested how employees' social dominance orientation corresponds to what interpersonal influence tactics employees view as acceptable for supervisors. Study 2 tested how employees' SDO corresponds to interpersonal influence tactics they would use on subordinates. Complementarily, results showed that the higher participants were on SDO, the more they endorsed harsh tactics as legitimate. Implications for integrating power theories are discussed.     

Personality moderators of the relationship between abusive supervision and subordinates' resistance

Results of a study using data collected at 2 points in time, separated by 6 months, suggested that subordinates resisted their supervisors' downward influence tactics with greater frequency when their supervisors were more abusive and that subordinates' personality moderated the effects of abusive supervision. The relationship between abusive supervision and subordinates' dysfunctional resistance was stronger among subordinates who were lower in conscientiousness than among subordinates who were higher in conscientiousness, but this effect emerged only for subordinates who were also lower in agreeableness. The relationship between abusive supervision and subordinates' constructive resistance was stronger among subordinates who were higher in conscientiousness than among subordinates who were lower in conscientiousness. The study's implications for theory and research are discussed.     

COMMUNICATION AND PARTICIPATIVE DECISION MAKING: AN EXPLORATORY STUDY

Traditional models of participative decision making neglect the role subordinates play in establishing a participative environment. In this study, participative decision making is viewed as a social phenomenon defined through interaction between superiors and subordinates. Data obtained from 264 employees of a large social service organization were used to test hypotheses predicting positive associations between participation and superior-subordinate communication behavior. The results provide support for the contention that, for subordinates, participation in decision making is associated strongly with the quantity and quality of communication they experience with their superior. Considering the impact of superior-subordinate communication in the establishment of participative decision making may aid in understanding what preconditions are necessary before such arrangements can become successful.     

Social power tactics and subordinates’ compliance at work: The role of need for cognitive closure

IntroductionThe present research highlights the importance of subordinates’ motivation for compliance-related phenomena.ObjectivesThe aim of this research was to examine subordinates’ willingness to comply with their supervisors’ harsh and soft power tactics as a function of subordinates’ need for cognitive closure.MethodTwo cross-sectional studies were conducted in five different Italian organizations, namely, a bank, a federation of small businesses, a security company, an oil company, and a hospital.ResultsIt was found that subordinates high (vs. low) on need for closure reported greater willingness to comply with harsh social power tactics, but lower willingness to comply with soft power tactics.ConclusionOur findings nuance prior research by showing that soft (vs. harsh) power tactics are not always the most effective power tactics in organizational setting (e.g., Pierro et al., 2004; Raven et al., 1998).     

The relationship between need for closure and compliance to harsh power tactics in high demanding jobs: A study conducted among firefighters and social workers

The present research aimed at expanding Pierro, Kruglanski, and Raven’s work examining the interweaving between the need for closure (NFC; the desire to form quick and unambiguous knowledge) and the Interpersonal Power Interaction model. In particular, this study explored the idea that the greater compliance to harsh power tactics of subordinates’ employees, that are high on NFC, can increase when their desire to achieve cognitive closure is made more salient by a high (compared to low) level of perceived job demands. A sample of 280 subordinates employees belonging to two different organizational contexts filled in a self-report questionnaire. Through a moderation and simple slope analyses, we tested and confirmed our hypothesis. When job demands were high, it potentially impaired the subordinates’ chance to form a quick knowledge. As a result, high NFC subordinates showed a higher compliance with harsh power tactics. Such tactics, limiting the subordinates’ freedom of choice, can be conceived as a means to gain quick knowledge when the organizational context is perceived as particularly demanding. As far as practical implications, these results suggest that for high NFC subordinates the use of more directive and unambiguous guidelines (e.g., harsh power tactics) could minimize the scarcely tolerated cognitive cost associated with high job demands.     

基层党政领导干部的行为风格与自我和谐及工作绩效的关系

通过深度访谈和问卷探讨了基层党政领导干部的行为风格类型及其与自我和谐及工作绩效的关系。结果表明,党政领导干部的行为可以区分为主动自信、上恭下倨和宽上容下等三种稳定的类型,其中主动自信不仅有利于个体保持较高的内心和谐,而且有利于个体工作绩效的提高,而上恭下倨则与主动自信相反,宽上容下则既有有利于工作绩效和自我和谐的一面,又有不利于绩效和自我和谐的一面。对行为类型的年龄、级别和学历差异以及党政领导干部理想的行为风格也进行了讨论。     

The moderating role of subordinate political skill on supervisors' impressions of subordinate ingratiation and ratings of subordinate interpersonal facilitation

Nearly 2 decades ago, social influence theorists called for a new stream of research that would investigate why and how influence tactics are effective. The present study proposed that political skill affects the style of execution of influence attempts. It utilized balance theory to explain the moderating effect of employee political skill on the relationships between self- and supervisor-reported ingratiation. Additionally, supervisor reports of subordinate ingratiation were hypothesized to be negatively related to supervisor ratings of subordinate interpersonal facilitation. Results from a combined sample of 2 retail service organizations provided evidence that subordinates with high political skill were less likely than those low in political skill to have their demonstrated ingratiation behavior perceived by targets as a manipulative influence attempt. Also, when subordinates were perceived by their supervisors to engage in more ingratiation behavior, the subordinates were rated lower on interpersonal facilitation. Implications of these findings, limitations, and future research directions are provided.     

Social dominance and interpersonal power: Asymmetrical relationships within hierarchy‐enhancing and hierarchy‐attenuating work environments

We studied whether high‐social dominant employees sustain hierarchies in different hierarchy‐enhancing and hierarchy‐attenuating organizations endorsing harsh and soft power tactics. We found that social dominance orientation was positively associated with harsh power tactics, and negatively associated with soft power tactics. Employees higher in social dominance orientation endorsed harsh and opposed to soft power tactics as respectively hierarchy‐enhancing and hierarchy‐attenuating legitimizing myths that promote a dominant‐submissive form of intergroup relationships. We also found that supervisors higher in social dominance, due to their dominant position, strongly opposed soft power tactics more than subordinates did. Amongst high‐social dominant employees in the hierarchy‐attenuating (vs. hierarchy‐enhancing) organization, we observed the strongest opposition to soft power tactics, which are the tactics most shared in an organization which tends to attenuate hierarchies.