When do Employees Commit to their Supervisors? Different Interaction Effects of Perceived Supervisor Integrity and Perceived Supervisor Support on Chinese and American Subordinates' Commitment to the Supervisor
While subordinates' commitment to the supervisor is highly desirable, the routes to achieve this might vary in different cultures. Drawing on the theories of leader–member exchange (LMX) and cultural logic, this study posits different interaction effects for subordinates' perceived supervisor integrity and support on commitment to the supervisor in cultures with different expectations of personal integrity. The results indicate that an additive effect can be observed for American subordinates: perceived supervisor support increases commitment to the supervisor to a greater extent when a high degree of supervisor integrity is also perceived. In contrast, a compensatory effect can be observed for Chinese subordinates: perceived supervisor support increases commitment to the supervisor more when a lower degree of supervisor integrity is perceived. Our findings shed light on cultural differences in the psychological mechanisms of employees' relationship with their supervisors. Theoretical and practical implications for the effectiveness of Asian leadership are discussed.
Commitment to the supervisor, Perceived supervisor integrity, Perceived supervisor support, LMX, Chinese and American employees
Industrial and Organizational Psychology | Multicultural Psychology
CHENG, Chi-Ying, JIANG, Ding-Yu, CHENG, Bor-Shiuan, RILEY, Jean H., & JEN, Chin-Kang.(2015). When do Employees Commit to their Supervisors? Different Interaction Effects of Perceived Supervisor Integrity and Perceived Supervisor Support on Chinese and American Subordinates' Commitment to the Supervisor. Leadership Quarterly, 26(1), 81-97.
Available at: http://ink.library.smu.edu.sg/soss_research/1539