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A Multilevel Analysis of Middle Manager Performance: The Role of CEO and Top Manager Leadership

Published online by Cambridge University Press:  25 June 2015

Lynda Jiwen Song ,
Xiujuan Zhang ,
Joshua B. Wu ,
宋继文 ,
张秀娟  and
吴滨
Lynda Jiwen Song
Affiliation:
Renmin University, China
Xiujuan Zhang
Affiliation:
Sun Yat-sen University, China
Joshua B. Wu
Affiliation:
Korn/Ferry International, China
宋继文
Affiliation:
Renmin University, China
张秀娟
Affiliation:
Sun Yat-sen University, China
吴滨
Affiliation:
Korn/Ferry International, China
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Abstract

We investigate the multilevel interactive effects that CEO leadership behaviours and top-level managers’ support have on middle managers’ performance in China. Our sample consists of 608 middle managers and 140 of their direct supervisors (top managers) from 40 companies. After controlling for middle managers’ demographic variables, hierarchical linear modelling analysis shows that when non-caring, authoritative, or task-oriented CEOs lead the organization, supportive top managers more positively enhance middle manager performance. Contributions to multilevel leader influences and social exchange research are discussed.

摘要

摘要

作者在企业CEO、高层经理和中层经理三个管理层次上，探讨中国企业CEO的领导行为与高层经理的支持对中层经理的工作绩效的多层次交互影响作用。研究样本包含了40家企业的140名高层经理及其直接领导的608名中层经理。多层次线性模型分析结果表明，低关怀、高权威以及绩效导向的CEO领导风格能有效增强高层经理的支持对中层经理工作绩效的正面影响。作者进一步讨论了研究结果对多层次领导效能与社会交换理论的贡献。

Keywords

authoritative leadershipcaring leadershipCEO leadershipperceived supervisory supportperformancetask-oriented leadershipCEO领导行为威权领导风格关怀领导风格绩效导向领导风格上司支持工作绩效
Type
Special Issue Articles
Information
Management and Organization Review , Volume 10 , Issue 2 , July 2014 , pp. 275 - 297
Copyright
Copyright © International Association for Chinese Management Research 2014

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