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Aug 12, 2022 · Overall, the findings suggest an uneasy alliance for many where, on the one hand, supervisees are withholding feelings and live access to their work due to fears of judgement and criticism, and on the other, supervisors are feeling subjugated by the demands of supervisees or institutions.
May 18, 2020 · To inform our predictions on how supervisors’ autocratic leadership behavior may affect their subordinates, we draw from theory and research that has emphasized the relevance of job demands and resources for employees’ well-being (e.g., Alarcon, 2011; Bakker & Demerouti, 2017).
- Roman Briker, Frank Walter, Michael S. Cole
- 2021
Nov 28, 2023 · Under conditions of high general perceptions of abusive supervision coupled with high additional work demands, weekly experiences of abusive supervision reduce employees' socially responsible behaviour, as a result of the depleting effects of abusive supervision.
- 28 November 2023
- 97, Issue2
2 days ago · Navigate negotiations with a demanding supervisor effectively. Use these strategies to track changes, communicate openly, and establish boundaries for better outcomes.
- Power Distance Orientation
- High Power Distance Orientation Subordinates
- High Power Distance Orientation Supervisors
- Low Power Distance Orientation Subordinates
- Low Power Distance Orientation Supervisors
- Supervisor-Subordinate Power Distance Orientation (In)Congruence and Strain
Hofstede (2001) defines power distance as the degree of inequality among people which a culture considers normal, ranging from relatively equal (low power distance) to extremely unequal (high power distance) (see also, Singelis et al., 1995). At an individual level, these differences are manifested in an individual’s power distance orientation, ind...
Individuals with high power distance orientation will exhibit sensitivity to the chain of command and organizational structure (Lee & Antonakis, 2014; Tyler et al., 2000). High power distance orientation subordinates prefer to have less communication with and maintain greater social distance from managers (Farh et al., 2007; Kirkman et al., 2009). ...
Supervisors with high power distance orientation will use autocratic behavior with limited one-way communication, will not tolerate disagreement, and will view criticism from subordinates as insubordination (Brockner et al., 2001). Similarly, supervisors will not consult subordinates when making decisions and expect subordinates to simply follow or...
In contrast, individuals with low power distance orientation are likely to expect feedback, freely give opinions and make observations, and value autonomy over structure (Kirkman et al., 2009; Loi et al., 2012). The subordinate may challenge the task set by a supervisor with the intent to improve upon the work outcome, may expect more task autonomy...
Similar to the low power distance orientation subordinates, low power distance orientation supervisors may include the input of work associates (superior, peer, and subordinate) and may pursue activities with subordinates outside the context of the workplace (Kirkman et al., 2009). They are more likely to consult team members when making decisions,...
Role theory (Katz & Kahn, 1966) explains why misunderstandings can result in strain, described as “a sense of time pressure, anxiety, and worry that is associated with job tasks” (Hunter & Thatcher, 2007, p. 945) during role episodes when the two actors have incongruent power distance orientations. Because role senders and role receivers involved i...
- Orlando Richard, María del Carmen Triana, İlhami Yücel, Mingxiang Li, Brian Pinkham
- 2021
Jan 9, 2017 · This study examines the prevailing, yet untested, mechanism (felt obligation) used to explain the relationship between supervisor’s perceptions of organizational support and their supportive supervision, as well as an alternative explanation based on social information processing.
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Do Supervisors feel subjugated by the demands of Supervisors?
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Why do we focus on the supervisor-subordinate relationship?
Sep 3, 2016 · Using social exchange theory, we propose that supervisor’s in-role performance is a key mechanism explaining the trickle-down effect of supervisor’s POS on subordinate outcomes, and in particular, subordinate dedication.
