Impression management, conflict avoiding, power distance and inauthentic loyalty to supervisor

• Main Authors: Meng-Wei Lin, 林孟韋
• Other Authors: Ding Yu Jiang
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/73948152674981722588

碩士 === 國立中正大學 === 心理學所 === 97 === Supervisory loyalty (loyalty to supervisor) is a topic issue in the organization. However, after reviewing the researches, we found out that subordinates might express their loyalty to their supervisors in an inauthentic way because of some motivations such as impression management, conflict avoiding and power distance. We defined “inauthentic loyalty to supervisor” as: Subordinates perform loyal conducts to their supervisors without loyal attitude. We explored the antecedents and outcomes of inauthentic loyalty to supervisors, and the moderate effects of harmony propensity and power distance. Data was collected from 241 samples of subordinates in 35 organizations in Taiwan. The results indicated that: impression management, conflict avoiding and power distance have a significantly positive influence on inauthentic loyalty to supervisor. Besides, as loyalty to supervisor is excluded, inauthentic loyalty to supervisor still have negative effect on satisfaction to supervisor and positive emotion. We constructed the concepts and the scale of inauthentic loyalty to supervisor, and tried to find out the theoretical and practical meanings of the antecedents and outcomes of inauthentic loyalty to supervisor. Also, the suggestions for future studies are provided.