Supervisor subordinate similarities in use of upward influence behaviors and supervisor ratings of subordinate performance: A multilevel model
Item
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Title
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Supervisor subordinate similarities in use of upward influence behaviors and supervisor ratings of subordinate performance: A multilevel model
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Identifier
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d_2009_2013:70f6895a6ba4:11052
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identifier
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11297
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Creator
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Lawter, Leanna D.,
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Contributor
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Richard Kopelman
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Date
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2011
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Language
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English
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Publisher
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City University of New York.
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Subject
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Management | Occupational psychology | dyads | influence | LMX | performance | similarity
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Abstract
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The purpose of this study is to investigate how similarities in supervisor and subordinate upward influence behaviors are related to supervisor performance appraisal ratings of the subordinate. Investigation is centered on the underlying social exchange processes within the supervisor-subordinate dyadic relationship. Four aspects of upward influence behaviors are examined: 1) the total level of upward influence behaviors; 2) the actual similarity in supervisor-subordinate level of upward influence behaviors; 3) the actual similarity in supervisor-subordinate profile of upward influence behaviors; 4) and supervisor perception of similarity to subordinate influence behaviors. A cross-level effects model is proposed that examines relationships between the dyadic level effects of actual similarity in upward influence behaviors and the individual level effects of subordinate use of upward influence behaviors, supervisor perception of similarity in influence behavior, the quality of the supervisor-subordinate relationship (assessed by supervisor leader-member exchange), and the relationship to subordinate performance ratings. Data were examined for 102 dyads from four for-profit organizations in the northeastern United States. Results showed that actual similarity in level and profile of upward influence behaviors accounted for a sizable amount of variance in perception of similarity and leader-member exchange. In turn, perception of similarity and leader-member exchange accounted for a large amount of variance in supervisor performance ratings with leader-member exchange partially mediating the relationship between perception of similarity and rated performance.
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Type
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dissertation
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Source
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2009_2013.csv
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degree
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Ph.D.
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Program
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Business
