Hostname: page-component-586b7cd67f-2brh9 Total loading time: 0 Render date: 2024-11-22T18:08:57.587Z Has data issue: false hasContentIssue false
  • English
  • Français

A Multilevel Analysis of Middle Manager Performance: The Role of CEO and Top Manager Leadership

Published online by Cambridge University Press:  25 June 2015

Lynda Jiwen Song ,
Xiujuan Zhang ,
Joshua B. Wu ,
宋继文 ,
张秀娟  and
吴滨
Lynda Jiwen Song
Affiliation:
Renmin University, China
Xiujuan Zhang
Affiliation:
Sun Yat-sen University, China
Joshua B. Wu
Affiliation:
Korn/Ferry International, China
宋继文
Affiliation:
Renmin University, China
张秀娟
Affiliation:
Sun Yat-sen University, China
吴滨
Affiliation:
Korn/Ferry International, China
Get access Rights & Permissions [Opens in a new window]

Abstract

We investigate the multilevel interactive effects that CEO leadership behaviours and top-level managers’ support have on middle managers’ performance in China. Our sample consists of 608 middle managers and 140 of their direct supervisors (top managers) from 40 companies. After controlling for middle managers’ demographic variables, hierarchical linear modelling analysis shows that when non-caring, authoritative, or task-oriented CEOs lead the organization, supportive top managers more positively enhance middle manager performance. Contributions to multilevel leader influences and social exchange research are discussed.

摘要

摘要

作者在企业CEO、高层经理和中层经理三个管理层次上，探讨中国企业CEO的领导行为与高层经理的支持对中层经理的工作绩效的多层次交互影响作用。研究样本包含了40家企业的140名高层经理及其直接领导的608名中层经理。多层次线性模型分析结果表明，低关怀、高权威以及绩效导向的CEO领导风格能有效增强高层经理的支持对中层经理工作绩效的正面影响。作者进一步讨论了研究结果对多层次领导效能与社会交换理论的贡献。

Keywords

authoritative leadershipcaring leadershipCEO leadershipperceived supervisory supportperformancetask-oriented leadershipCEO领导行为威权领导风格关怀领导风格绩效导向领导风格上司支持工作绩效
Type
Special Issue Articles
Information
Management and Organization Review , Volume 10 , Issue 2 , July 2014 , pp. 275 - 297
Copyright
Copyright © International Association for Chinese Management Research 2014

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Anderson, N. H., & Butzin, C. A. 1974. Performance = motivation X ability: An integration-theoretical analysis. Journal of Personality and Social Psychology, 30(5): 598–604.CrossRefGoogle Scholar
Ang, S., & Van Dyne, L. 2008. Handbook of cultural intelligence: Theory, measurement, and applications. New York: M.E. Sharpe, Inc.Google Scholar
Ang, S., Van Dyne, L., Koh, C. K. S., Ng, K. Y., Templer, K. J., Tay, C., & Chandrasekar, N. A. 2007. Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation, and performance. Management and Organization Review, 3(3): 335–371.CrossRefGoogle Scholar
Avolio, B. J., Sosik, J. J., Jung, D. I., & Berson, Y. 2003. Leadership models, methods, and applications. In Borman, W. C., Ilgen, D. R. & Klimoski, R. J. (Eds.), Handbook of psychology: Industrial and organizational psychology, Vol. 12: 277–307. London: Wiley.Google Scholar
Bass, B. M. 1990. Bass and Stogdill’s handbook of leadership. New York: Free Press.Google Scholar
Blau, P. M. 1964. Exchange and power in social life. New York: John Wiley.Google Scholar
Bliese, P. D. 2000. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In Klein, K. J. & Kozlowski, S. W. J. (Eds.), Multilevel theory, research and methods in organizations: Foundations, extensions, and new directions: 349–381. San Francisco, CA: Jossey-Bass.Google Scholar
Brislin, R. 1970. Back-translation for cross-cultural research. Journal of Applied Psychology, 1: 185–216.Google Scholar
Chaudhry, A., & Song, L. J. 2014. Rethinking psychological contracts in the context of organizational change: The moderating role of social comparison and social exchange. The Journal of Applied Behavioral Science, Published online before print, doi: 10.1177/0021886314521291CrossRefGoogle Scholar
Chen, C. C., Chen, X., & Huang, S. 2013. Chinese guanxi: An integrative review and new directions for future research. Management and Organization Review, 9(1): 167–207.CrossRefGoogle Scholar
Chen, G., & Bliese, P. D. 2002. The role of different levels of leadership in prediction self- and collective efficacy: Evidence for discontinuity. Journal of Applied Psychology, 87: 549–556.CrossRefGoogle Scholar
Coyle-Shapiro, J. A.-M., & Conway, N. 2004. The employment relationship through the lens of social exchange. In Coyle-Shapiro, J., Shore, L., Taylor, S. & Tetrick, L. (Eds.), The employment relationship: Examining psychological and contextual perspectives: 5–28. Oxford: Oxford University Press.Google Scholar
Dumdum, U. R., Lowe, K. B., & Avolio, B. J. 2002. A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In Avolio, B. J. & Yammarino, F. J. (Eds.), Transformational and charismatic leadership: The road ahead: 35–66. Amsterdam: JAI Press.Google Scholar
Earley, P. C., & Ang, S. 2003. Cultural intelligence: An analysis of individual interactions across cultures. Palo Alto, CA: Stanford University Press.CrossRefGoogle Scholar
Fang, T. 2012. Yin yang: A new perspective on culture. Management and Organization Review, 8(1): 25–50.CrossRefGoogle Scholar
Farh, J. L., & Cheng, B. S. 2000. A cultural analysis of paternalistic leadership in Chinese organizations. In Li, J. T., Tsui, A. S. & Weldon, E. (Eds.), Management and organizations in the Chinese context: 94–127. London: Macmillan.Google Scholar
Farh, J. L., Cheng, B. S., Chou, L. F., & Chu, X. P. 2006. Authority and benevolence: Employees’ responses to paternalistic leadership in China. In Tsui, A. S., Bian, Y. & Cheng, L. (Eds.), China’s domestic private firms: Multidisciplinary perspectives on management and performance: 230–260. New York: Sharpe.Google Scholar
Fleishman, E. A. 1973. Twenty years of consideration and structure. In Fleishman, E. A. & Hunt, J. G. (Eds.), Current developments in the study of leadership: 1–40. Carbondale, IL: Southern Illinois University Press.Google Scholar
Floyd, S., & Wooldridge, B. 1994. Dinosaurs or dynamos? Recognizing middle management’s strategic role. Academy of Management Executive, 8: 47–57.Google Scholar
Gerstner, C. R., & Day, D. V. 1997. Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82: 827–844.CrossRefGoogle Scholar
Gouldner, A. W. 1960. The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2): 161–178.CrossRefGoogle Scholar
Hart, S. L., & Quinn, R. E. 1993. Roles executives play: CEOs, behavioral complexity, and firm performance. Human Relations, 46: 543–574.CrossRefGoogle Scholar
Hofmann, D. A., & Gavin, M. B. 1998. Centering decisions in Hierarchical Linear Models: Theoretical and methodological implications for organizational science. Journal of Management, 24: 623–641.CrossRefGoogle Scholar
Hofmann, D. A., Griffin, M. A., & Gavin, M. B. 2000. The application of hierarchical linear modeling to organizational research. In Klein, K. J. & Kozlowski, S. W. J. (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions: 467–511. San Francisco, CA: Wiley.Google Scholar
Hofstede, G. 2001. Culture’s consequences, comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage Publications.Google Scholar
Homans, G. C. 1958. Social behavior as exchange. American Journal of Sociology, 63: 597–606.CrossRefGoogle Scholar
Homans, G. C. 1974. Social behaviour: Its elementary forms (2nd ed.). New York: Hartcourt Brace Jovanovich.Google Scholar
Jackson, S. E., & Schuler, R. S. 1985. A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings. Organizational Behavior & Human Decision Processes, 36: 16–78.CrossRefGoogle Scholar
James, L. R. 1982. Aggregation bias in estimates of perceptual agreement. Journal of Applied Psychology, 67: 219–229.CrossRefGoogle Scholar
James, L. R., Demaree, R. G., & Wolf, G. 1984. Estimating within-group interrater reliability with and without response bias. Journal of Applied of Psychology, 69: 85–98.CrossRefGoogle Scholar
Jing, R., & Van de Ven, A. H. 2014. A yin-yang model of organizational change: The case of chengdu bus group. Management and Organization Review, 10(1): 29–54.CrossRefGoogle Scholar
Joreskog, K., Sorbom, D., Du Toit, S., & Du Toit, M. 2001. Lisrel 8: New statistical features. Lincolnwood: SSI Scientific Software International, Inc.Google Scholar
Judge, T. A., Piccolo, R. F., & Ilies, R. 2004. The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89(1): 36–51.CrossRefGoogle ScholarPubMed
Katz, D., & Kahn, R. L. 1978. The social psychology of organizations. New York: John Wiley & Sons.Google Scholar
Levine, S., & White, P. E. 1961. Exchange as a conceptual framework for the study of interorganizational relationships. Administrative Science Quarterly, 5: 583–601.CrossRefGoogle Scholar
Li, P. P., Leung, K., Chen, C. C., & Luo, J.-D. 2012. Indigenous research on Chinese management: What and how. Management and Organization Review, 8(1): 7–24.CrossRefGoogle Scholar
Likert, R. 1961. New patterns of management. New York: McGraw-Hill.Google Scholar
Liu, D., Liao, H., & Loi, R. 2012. The dark side of leadership: A three-level investigation of the cascading effect of abusive supervision on employee creativity. Academy of Management Journal, 55(5): 1187–1212.CrossRefGoogle Scholar
Locke, E. A. 1968. Toward a theory of task motivation and incentives. Organizational Behavior and Human Performance, 3: 157–189.CrossRefGoogle Scholar
March, J. G., & Simon, H. A. 1958. Organizations. Oxford, England: Wiley.Google Scholar
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. 2009. How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1): 1–13.CrossRefGoogle Scholar
Miles, R. H. 1977. Role-set configuration as a predictor of role-conflict and ambiguity in complex organizations. Sociometry, 40(1): 21–34.CrossRefGoogle ScholarPubMed
O’Reilly, C., & Chatman, J. 1994. Working smarter and harder: A longitudinal study of managerial success. Administrative Science Quarterly, 39: 603–627.Google Scholar
Pan, Y., Rowney, J. A., & Peterson, M. F. 2012. The structure of Chinese cultural traditions: An empirical study of business employees in China. Management and Organization Review, 8(1): 77–95.CrossRefGoogle Scholar
Pearce, J. L., Branyiczki, I., & Bakacsi, G. 1994. Person-based reward systems: A theory of organizational reward practices in reform-communist organizations. Journal of Organizational Behavior, 15: 261–282.CrossRefGoogle Scholar
Pellegrini, E. K., & Scandura, T. A. 2008. Paternalistic leadership: A review and agenda for future research. Journal of Management, 34(3): 566–593.CrossRefGoogle Scholar
Raudenbush, S., & Bryk, A. 2002. Hierarchical linear models: Applications and data analysis methods (2nd ed.). Newbury Park, CA: Sage Publications.Google Scholar
Raudenbush, S., Bryk, A., Cheong, Y. F., & Congdon, R. 2000. HLM5: Hierarchical and nonlinear modeling. Chicago: Scientific Software International.Google Scholar
Sahlins, M. 1972. Stone age economics. New York: Aldine de Gruyter.Google Scholar
Settoon, R. P., Bennett, N., & Liden, R. C. 1996. Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3): 219–227.CrossRefGoogle Scholar
Shore, L. M., Tetrick, L. E., Lynch, P., & Barksdale, K. 2006. Social and economic exchange: Construct development and validation. Journal of Applied Social Psychology, 36: 837–867.CrossRefGoogle Scholar
Shore, L. M., Coyle-Shapiro, J. A. M., Chen, X. P., & Tetrick, L. E. 2009. Social exchange in work settings: Content, process, and mixed models. Management and Organization Review, 5(3): 289–302.CrossRefGoogle Scholar
Snijders, T. A. B., & Bosker, R. J. 1999. Multilevel analysis: An introduction to basic and advanced multilevel modeling. Thousand Oaks, CA: Sage.Google Scholar
Song, L. J., Tsui, A. S., & Law, K. S. 2009. Unpacking employee responses to organizational exchange mechanisms: The role of social and economic exchange perceptions. Journal of Management, 35(1): 56–93.CrossRefGoogle Scholar
Stogdill, R. M. 1950. Leadership, membership and organization. Psychological Bulletin, 47: 1–14.CrossRefGoogle Scholar
Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. 1997. Alternative approaches to employee-organization relationships: Does investment in employees pay off? Academy of Management Journal, 40: 1089–1121.CrossRefGoogle Scholar
Tsui, A. S., Wang, H., Xin, K. R., Zhang, L., & Fu, P. P. 2004. Let a thousand flowers bloom: Variation of leadership styles among Chinese CEOs. Organizational Dynamics, 33(1): 5–20.CrossRefGoogle Scholar
Tubre, T. C., & Collins, J. M. 2000. Jackson and Schuler (1985) revisited: A meta-analysis of the relationships between role ambiguity, role conflict, and job performance. Journal of Management, 26(1): 155–169.CrossRefGoogle Scholar
Waldman, D. A., & Yammarino, F. J. 1999. CEO charismatic leadership: Levels-of-management and levels-of-analysis effects. Academy of Management Review, 14(2): 266–285.CrossRefGoogle Scholar
Wang, H., Tsui, A. S., & Xin, K. R. 2011. CEO leadership behaviors, organizational performance, and employees’ attitudes. The Leadership Quarterly, 22: 92–105.CrossRefGoogle Scholar
Wu, J. B., Tsui, A. S., & Kinicki, A. J. 2010. Consequences of differentiated leadership in groups. Academy of Management Journal, 53(1): 90–106.CrossRefGoogle Scholar
Wu, T. Y., Hsu, W. L., & Cheng, B. S. 2002. Expressing or suppressing anger: Subordinate’s anger responses to supervisors’ authoritarian behaviors in a Taiwan enterprise. Indigenous Psychological Research in Chinese Societies, 18: 3–49.Google Scholar
Yammarino, F. J., Dionne, S. D., Chun, J. U., & Dansereau, F. 2005. Leadership and levels of analysis: A state-of-the-art review. The Leadership Quarterly, 16: 879–919.CrossRefGoogle Scholar
Yukl, G., & Van Fleet, D. D. 1992. Theory and research on leadership in organizations. In Dunnette, M. D. & Huge, L. M. (Eds.), Handbook of industrial and organizational psychology, 3: 147–197. Palo Alto, CA: Consulting Psychologist Press.Google Scholar
Zhang, Y., Tsui, A., & Wang, D. X. 2011. Leadership behaviors and group creativity in Chinese organizations: The role of group processes. The Leadership Quarterly, 22: 851–862.CrossRefGoogle Scholar