“Loyalty to organizations” or “loyalty to supervisors”? Research on differential leadership and employee loyalty behavior: A perspective of insiders and outsiders

Frontiers in Psychology

article

Honglie Zhang¹  Linshen Du¹  Zhou Jiang¹ 

[1] School of Business, Yunnan University of Finance and Economics

关键词: Supervisor developmental feedback;    Power distance;    Differential leadership;    Loyalty to Organizations;    loyalty to supervisors;   

DOI  :  10.3389/fpsyg.2022.971624

学科分类：社会科学、人文和艺术（综合）

来源: Frontiers

【 摘 要 】

Based on social exchange theory and social learning theory, the relationship between differential leadership and employee loyalty was investigated. The results show that differential leadership has a positive effect on employees' organizational loyalty and supervisory loyalty, and the degree of "loyalty to organizations" is generally lower than "loyalty to supervisors"; under differential leadership style, the supervisory loyalty from insiders is much higher than that from outsiders, but the influence and difference of the two groups(insider and outsider) do not have a significant effect on organizational loyalty. The supervisor developmental feedback mediates the relationship between differential leadership and organizational & supervisory loyalty; power distance positively moderates the relationship between supervisor developmental feedback and organizational & supervisory loyalty, and the higher the perceived power distance of employees, the stronger the indirect effect of developmental feedback from supervisors.

【 授权许可】

CC BY