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The purpose of this study is to answer whether and how supervisor–subordinate instrumental or expressive ties based on enterprise social media (ESM) might enhance employee performance.

Drawing on social exchange theory, this study developed a theoretical model to explore the influencing mechanism of different supervisor–subordinate ties based on ESM on employee job performance. The model was empirically tested through 219 ESM users.

The results revealed that supervisor–subordinate instrumental ties based on ESM play a positive role in employee job performance, while supervisor–subordinate expressive ties based on ESM are not significantly related to employee job performance. Supervisor–subordinate instrumental ties and expressive ties based on ESM can positively influence employee job performance through the mediating effect of organizational trust. Besides, perceived performance climate can weaken the relation of organizational trust to job performance, and then weaken the indirect relations via the mediating of organizational trust.

Our findings advance the understanding of ESM use through various underlying mechanisms and have the potential of guiding organizations to fine-tune their social media usage strategies.

This paper aims to explore how leader career calling stimulates employee career growth, with the supervisor–subordinate guanxi serving as a moderating factor.

Study 1 demonstrated that high leader career calling served as a catalyst for employee career crafting. The experiment provided causal evidence for the relationship between these two constructs, exhibiting strong internal validity. However, due to the challenges in measuring supervisor–subordinate guanxi and career growth within the context of a scenario experiment, Study 2 was designed to test the entire model and enhance the external validity of the findings.

Leader career calling significantly predicts employee career growth, while employee career crafting serves as a mediating mechanism in the relationship between leader career calling and employee career growth. Moreover, supervisor–subordinate guanxi positively moderates the relationship between leader career calling and employee career crafting. Furthermore, the mediating effect of employee career crafting in the relationship between leader career calling and employee career growth is contingent upon the quality of supervisor–subordinate guanxi. This study sheds light on the role of leader career calling in employee career growth and provides insights into the mechanisms facilitating employee career growth.

Firstly, it explores leader-to-employee career calling transmission, extending the career calling study beyond individual impacts. It emphasizes how leaders' work attitudes shape employee career growth. Secondly, it reveals career crafting as a mediator between leader career calling and employee career growth, identifying a new influence mechanism and expanding upon the primarily job crafting-focused existing literature. Lastly, it identifies supervisor–subordinate guanxi quality as a moderator in the leader career calling-employee career crafting relationship. This perspective enriches career calling research, illustrating how specific conditions stimulate career crafting.

The purpose of this paper is to investigate the link between perceived subordinate performance and abusive supervision. From the perspective of moral exclusion theory, the authors examine cooperative goal interdependence and competitive goal interdependence as key boundary conditions to hypothesize and demonstrate the direct negative relationship between low-performing subordinates and abusive supervision. Within the moral exclusion framework, supervisors may strategically abuse low performers when cooperative goal interdependence is high, or competitive goal interdependence is low. Moreover, this study explores the impact of abusive supervision on subordinate’s objective performance.

This research employs two independent studies to examine the antecedents and consequences of abusive supervision based on respondents from a Fortune 500 company located in Anhui province of People’s Republic of China (PRC). Study 1 uses a time lagged, single source survey while Study 2 employs multi-source, multi-wave data. The results support the integrated model.

Across the two studies, the results showed that the direct negative relationship between perceived subordinate performance and abusive supervision was found to be stronger when cooperative goal interdependence was high and when competitive goal interdependence was low. Study 2 also revealed the negative impact of abusive supervision on subordinate’s objective performance and that the conditional indirect effect of subordinate’s perceived performance on objective performance via abusive supervision was contingent on the extent of cooperative and competitive goal interdependence.

The results clearly demonstrate that supervisors are likely to turn to abusive supervision in response to poor performing subordinates but that the tendency to use abuse as an instrumental strategy for improving subordinate performance is dependent on the nature of goal interdependence between the supervisor and subordinates’ goals. The research also shows that although supervisors may turn to abusive supervision under certain goal interdependence conditions, it is not an effective strategy for actually improving subordinate objective performance. In fact, it has the opposite effect.

This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB).

Survey and interview data were collected from a sample of insurance firm sales representatives in Taiwan. Structural equation modeling was deployed to explore the relationship between organizational justice, trust, supervisor–subordinate guanxi and OCB.

The findings offer important theoretical, managerial and social implications for life insurers’ human resource managers.

Organizational justice is a primary influence on OCB, which is connected with the underlying mediating mechanism of trust (trust in supervisor and trust in subordinate) and supervisor–subordinate guanxi (i.e. off-the-job activities).

Subordinates can enhance guanxi with their supervisors to create a more harmonious working environment, creating mutual trust. The results suggest that supervisor–subordinate guanxi is based on long-term social exchange. How to balance fairness and efficiency is an import question for decision-makers.

This study’s examination of the role of trust and supervisor–subordinate guanxi in mediating the relationship between organizational justice and OCB expands the organizational behavior literature into a different industry (life insurance) and cultural context (Taiwan).

The purpose of this paper is to investigate the mediating effect of felt obligation for constructive change on the relationship between responsible leadership and organizational citizenship behavior for the environment (OCBE) in a China corporate environment, and this paper also analyze the moderated mediating effect of supervisor-subordinate guanxi on indirect relationship between responsible leadership and OCBE via felt obligation for constructive change.

This paper used 380 employee samples to analyze the relationship between responsible leadership and OCBE. Hierarchical regression analyses and structural equation modeling was adopted to analyze the data.

The authors found that the felt obligation for constructive change plays a fully mediating role between responsible leadership and OCBE. The authors also found a positive interaction between responsible leadership and supervisor-subordinate guanxi on felt obligation for constructive change, and then the indirect effect of responsible leadership on OCBE via felt obligation for constructive change was stronger when employees perceived a high-level supervisor-subordinate guanxi.

When responsible leadership stimulates employees to generate a high sense of constructive change, employees are more likely to engage in OCBE. This study provides evidence for cognitive evaluation theory. This study further demonstrated the importance of establishing high-quality supervisor-subordinate guanxi for responsible leaders and subordinates in China.

In the management practice of the organization, the role of responsible leadership should be strengthened in terms of leadership development and, employee training and promotion, and high-quality supervisor-subordinate guanxi help to promote the effectiveness of responsible leadership.

This paper discusses how and when responsible leadership influences OCBE in a China corporate environment.

The purpose of this paper is to investigate the antecedents of manager voice in Chinese business from the theory of plan behavior perspective. The paper focuses on how antecedents including organization‐based self‐esteem, psychological ownership, and supervisor‐subordinate guanxi influence manager voice. It also examines the cross‐level moderating effect of Chinese indigenous leadership style authoritarian leadership on the relationships between antecedents and manager voice.

A literature review on manager voice, organization‐based self‐esteem, psychological ownership, supervisor‐subordinate guanxi, and authoritarian leadership provided the model and hypothesis. Using a sample of 262 supervisor‐subordinate dyads collected in Chinese business, a cross‐level analysis was conducted to test the model and hypothesis.

The results of hierarchical linear modeling show that on a individual level, in comparison with the organization‐based self‐esteem and psychological ownership, supervisor‐subordinate guanxi is a more critical factor influencing manager voice; on a group level, authoritarian leadership is negatively related to manager voice; and authoritarian leadership moderates the relationship between the supervisor‐subordinate guanxi and the manager voice: for weak authoritarian leadership group, the positive relationship between supervisor‐subordinate guanxi and manager voice is stronger.

It was a cross‐sectional study, and the samples were limited to Chinese business. It is necessary to replicate this research in other organization contexts. The results indicate that indigenous guanxi and authoritarian leadership significantly influence manager voice, which advances voice research in Chinese management studies.

Results of the study suggest top Chinese business leaders should strengthen the interpersonal relationship between supervisors and subordinates in order to encourage manager voice. Moreover, the top leaders should change their authoritarian leadership to facilitate voice behavior.

The paper is original in its investigation on how Chinese indigenous organizational factors – guanxi and authoritarian leadership – influence manager voice. The paper also explains the relationships between antecedents and manager voice from a cross‐level perspective.

The purpose of this study is to explore the relationship between information overload and employees' workplace anxiety in the context of enterprise social media (ESM).

This study built a theoretical model to analyze the relationships among employees' perceptions of information overload on ESM, supervisor-subordinate instrumental and expressive ties on ESM and workplace anxiety. PLS-SEM was used to test the model through 219 questionnaires collected online.

The results revealed that information overload on ESM plays a positive role in employees' workplace anxiety. Supervisor-subordinate instrumental ties based on ESM can weaken the relationship between information overload and employees' workplace anxiety, but expressive ties can strengthen the positive relationship between information overload and workplace anxiety.

Little is known about whether information overload on ESM will affect employees' workplace anxiety and how leaders can mitigate this effect through ESM. Hence, this study developed a theoretical model and conducted an empirical study to open up a research opportunity to examine the relationships among information overload on ESM, supervisor-subordinate instrumental and expressive ties on ESM and employees' workplace anxiety. The study also has the potential to guide organizations in fine-tuning their social media usage strategies.

The purpose of this paper is to explore the underlying influence of destructive leadership on hindrance stress and compulsory organizational citizenship behavior (CCB) by developing a moderated mediation model, which examines the mediating role of hindrance stress and the moderating role of supervisor–subordinate guanxi.

By using 324 samples collected from multiple companies in southeast China, the model is tested through multiple linear hierarchical regressions, correlation analysis, confirmatory factor analysis and PROCESS bootstrapping program in SPSS and AMOS software.

Results reveal that hindrance stress fully mediates the relationship between destructive leadership and CCB, and supervisor–subordinate guanxi moderates the strength of the indirect effect between destructive leadership and CCB (via hindrance stress), so that the mediated relationship is stronger when supervisor–subordinate guanxi is low rather than high.

The study contributes to display the influence path and contingency mechanism of destructive leadership as a stressor on employees’ negative behavior in the workplace. The moderated mediation model results not only develop the research on the relationship between negative leadership and employee behavior in terms of leadership effectiveness but also provide a new viewpoint to explore the relationship between leadership and employee behavior.

In recent times, employers are routinely advertising for position candidates with the capability to work with little or no supervision at all. This is probably because, as businesses strive to globalize operations, supervision has become both complex and expensive. While the general interest in employees with considerable levels of work autonomy may be a strategic one, particularly for banks, it is important to determine the impact of work autonomy on other critical success factors such as employee commitment to change management, innovativeness and quality supervisor-subordinate relationship. This study aims to examine the relationship between these variables by exploring the mediation effect of work autonomy on the relationship between employee innovativeness, quality of supervisor-subordination collaboration and employee commitment to change management in the banking sector of Ghana.

The study used quantitative empirical strategies involving the distribution of questionnaires to a randomly selected sample of 400 employees of selected banks in Ghana. Data, so collected, were analysed using the PLS-SEM Software.

Results of the study revealed significant relationships between the quality of supervisor-subordinate collaboration, innovativeness and commitment to change. The findings further established work autonomy as an explanatory variable between the three employee behaviours – innovativeness, quality of supervisor-subordinate connection and commitment to change.

The novelty of this study lies in the interplay of quality employee relations, innovative employee behaviour and commitment to change processes as refereed by work autonomy to promote effective change management activities in Ghanaian banks. The outcome of the study led to the development of a theoretical model for organizational change management.

The current study seeks to provide predictions for task conflict in supervisor‐subordinate dyads and to test empirically the mediation effects of task conflict between organizational culture/subordinate values and subordinate outcomes.

Structural equation modeling was employed to test the theoretical model.

It was found that task conflict mediates the relationship between a clan culture and intention to quit. Additionally, support was also found for the mediating effect of task conflict on the relationship between individualistic values and intention to quit.

More research is needed to take into consideration the variables influencing task conflict in both vertical and horizontal dyadic relationships. A dynamic view of conflict may further contribute to the existing literature.

More remedies are needed in organizations to foster positive employees' attitudes and wellbeing through the generation of task conflicts. For example, fostering a clan culture instead of a hierarchy may be vital.

The current study demonstrates that organizational culture/subordinate's values may be linked to different subordinate outcomes through task conflict.