The changing dynamics of manager-subordinate relationships in organizations: An empirical study

Abstract

Purpose

The purpose of this paper is to establish the key determinants of the effectiveness of the manager–subordinate relationships and identify the different factors contributing to the effectiveness of this relationship in an Indian context. A model analyzing personal and professional need fulfillment of the subordinates has been presented.

Design/methodology/approach

The effectiveness of the manager–subordinate relationship was empirically analyzed using impact message inventory- circumplex (IMI-C).Close-ended self-administered survey was used to measure the variables associated with the effectiveness of the manager–subordinate relationship. Total 324 questionnaires were distributed online among employees of mid-sized IT service organizations operating in India, and 138 valid responses were collected.

Findings

Results show that managerial relationship effectiveness is influenced by the manager’s affiliation scores, previous work experience and ability to address the personal and professional needs of employees. Further effectiveness of manager–subordinate relationship is enhanced in a friendly workplace where managers are adequately empowered to acknowledge employee needs.

Research limitations/implications

The paper is empirical in nature and provides a future direction for more research in the area of manager–subordinate relationship in a workplace by exploring more variables.

Practical implications

Derived from an extensive study of current and impending manager – subordinate relationship, the findings may aid many organization and policymakers to develop and refine their people practices to engage human capital with the ulterior aim of having a conducive relationship between the manager and subordinate in the organization.

Originality/value

The present research emphasizes the importance of a healthy relationship between the manager and the subordinate in a digitalized workplace. This study is unique, as it provides insights into the manager–subordinate relationship and the factors influencing the association. The study gives a better understanding of the factors that make the manager–subordinate relationship more effective and fulfilling.

Citation

Pandita, D., Singh, M. and Chaudhari, S. (2019), "The changing dynamics of manager-subordinate relationships in organizations: An empirical study", European Business Review, Vol. 31 No. 2, pp. 218-231. https://doi.org/10.1108/EBR-04-2017-0072