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Subordinate-to-supervisor relational identification: A meta-analytic review
Yufei Zhong1, David M Sluss2, Katie L Badura1
1Scheller College of Business, Georgia Institute of Technology.
The Journal of Applied Psychology
|February 15, 2024
Summary
Relational identification (RI) between subordinates and supervisors is shaped by leader behaviors and culture. RI impacts subordinate attitudes and behaviors, differing from leader-member exchange (LMX).
Area of Science:
- Organizational Psychology
- Social Psychology
- Management Studies
Background:
- Subordinate-to-supervisor relational identification (RI) is a key organizational construct.
- Existing research on RI's nomological network and its distinction from leader-member exchange (LMX) remains incomplete.
- Expanding on existing typologies, this study systematically examines RI's antecedents and consequences.
Purpose of the Study:
- To systematically investigate the antecedents and consequences of subordinate-to-supervisor relational identification (RI).
- To compare RI with leader-member exchange (LMX) regarding their effects on subordinate attitudes and behaviors.
- To expand the understanding of RI within organizational research.
Main Methods:
- A meta-analysis was conducted using data from 157 independent samples.
- The study examined antecedents including leader behaviors, national culture, relational/organizational contexts, and subordinate characteristics.
- The research compared the effects of RI and LMX on subordinate outcomes.
Main Results:
- Positive leader behaviors (e.g., transformational leadership, supervisor humility) are significant antecedents of RI.
- Subordinates' national culture (collectivism, power distance), relational/organizational contexts, and subordinate characteristics also influence RI.
- RI demonstrates distinct relationships with subordinate attitudes and behaviors compared to LMX.
Conclusions:
- Leader behaviors and cultural context significantly shape subordinate-to-supervisor RI.
- RI is a distinct construct from LMX, with unique implications for subordinate attitudes and behaviors.
- Further research is recommended to deepen the understanding of RI in organizational settings.
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