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.
