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Literature review

Article 1:

Working under a committed boss: A test of the relationship between

Supervisors' and subordinates' affective commitment

Raymond Loi, Jennifer Y.M.& Lai Long W (2012) examined whether supervisor affective commitment

can influence subordinate affective commitment. The data was collected from sales agents and

their immediate sales managers. Questionnaires were sent to 438 sales agents and their 48

immediate sales managers.The respondents rated items on the following measures on a 5-point

Likert-type scale (1=strongly disagree; 5=strongly agree). Affective commitment was

measured by 8 items extracted from the organizational commitment scale developed by Allen

and Meyer (1990). Research revealed that the supervisor plays a major role in influencing

subordinate affective commitment . A positive relationship of supervisors' affective commitment

with subordinates' affective commitment was found. Subordinates trust in their supervisors may

influence their affective commitment to the organization and their job performance (e.g., Dirks &

Ferrin, 2002)

Article 1: Hypothesis H8A

Mutuality in leadersubordinate empowerment expectation: Its impact on

role ambiguity and intrinsic motivationSut I Wong Humborstad & Brd Kuvaas (2013) examined the relationship b/w congruence of

supervisors and subordinates empowerment expectations and subordinates' experiences of

intrinsic motivation. This was based on cross-level polynomial regression analysis using 168

subordinates and 33 Supervisors. Intrinsic motivation was measured by a six-item scale

developed and validated by Kuvaas and Dysvik (2009). A supervisor should clearly

communicate expectations for the subordinates behavior and rewards (Walker, Churchill, and

Ford 1975). Research showed that subordinates had low intrinsic motivation when Supervisors

and subordinates' empowerment expectations matched at low levels and when Supervisors

underestimated subordinates' empowerment expectations. However, subordinates had high

intrinsic motivation when expectations matched at high levels. Furthermore, intrinsic motivationwas low when the leaders overestimated subordinates' empowerment expectations.

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Article 3:

Does taking the good with the bad make things worse? How abusive supervision

and leadermember exchange interact to impact need satisfaction and

organizational deviance

Huiwen Lian , D. Lance Ferris & Douglas J. Brown (2012) studied in this article firstly the role

basic psychological needs play in the relation between abusive supervision and organizational

deviance and secondly providing a broader view of the relational context within which abusive

supervision itself occurs.This hypothesized model was supported with multi-wave data collected

from 260 employees. The survey included measures of abusive supervision and leadermember

exchange. Abusive supervision has a positive relation with subordinates organizational

deviance. One having a positive relationship with ones supervisor, does not rule out the

possibility that ones supervisor may occasionally engage in negative behaviors & organizations

should focus efforts on reducing, if not eliminating, abusive supervisory behaviors.Organizations seeking to minimize employee deviance may wish to focus on increasing

employee basic need satisfaction

Article 4:

Overcoming work-related stress and promoting employee creativity in hotel

industry: The role of task feedback from supervisor

Alice H.Y. Hona, Wilco W.H. Chana & Lin Lu (2013) measured both positive and negative task

feedback from supervisors that may facilitate or inhibit individual creativity. The final sample

included 265 team members and 50 managers from 50 hotel companies. The Questionnaire

measured the creative performance of the subordinates. George and Zhous (2001) seven-item

scale was uesd to measure both positive and negative task feedback from the supervisor. Task

feedback from supervisor is an important aspect of the social context that may channel employee

work stress into creativity (Withey and Cooper, 1989; Zhou and George, 2001). Positive task

feedback from supervisors reinforces employees confidence regarding prior performance

(Amabile and Khaire, 2008; Fodor and Carver, 2000).

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References

Sut I Wong Humborstad, Brd Kuvaas (2013) Mutuality in leadersubordinate empowerment

expectation: Its impact on role ambiguity and intrinsic motivation The Leadership Quarterly 24

363377

Huiwen Lian, D. Lance Ferris, Douglas J. Brown (2012) Does taking the good with the bad make

things worse? How abusive supervision and leadermember exchange interact to impact need

satisfaction and organizational deviance. Organizational Behavior and Human Decision

Processes 117 4152

Alice H.Y. Hon, Wilco W.H. Chan, Lin Lu (2013) Overcoming work-related stress and

promoting employee creativity in hotel industry: The role of task feedback from supervisor.International Journal of Hospitality Management 33 416424