Management Papers

Document Type

Journal Article

Date of this Version

10-1-2015

Publication Source

Academy of Management Review

Volume

40

Issue

4

Start Page

538

Last Page

562

DOI

10.5465/amr.2013.0101

Abstract

Positive manager-subordinate relationships are invaluable to organizations because they enable positive employee attitudes, citizenship behaviors, task performance, and more effective organizations. Yet extant theory provides a limited perspective on the factors that create these types of relationships. We highlight the important role subordinates also play in affecting the resource pool and propose that a subordinate’s multiple identities can provide him or her with access to knowledge and social capital resources that can be utilized for work-based tasks and activities. A manager and a subordinate may prefer similar or different strategies for managing the subordinate’s multiple identities, however, which can affect resource utilization and the quality of the manager-subordinate relationship. Our variance model summarizes our predictions about the effect of managers’ and subordinates’ strategy choices on the quality of manager-subordinate relationships. In doing so we integrate three divergent relational theories (leader-member exchange theory, relational-cultural theory, and a positive organizational scholarship perspective on positive relationships at work) and offer new insights on the quality of manager-subordinate relationships.

Copyright/Permission Statement

The original, published version of the article is available at: http://dx.doi.org/10.5465/amr.2013.0101

Comments

At the time of publication, author Stephanie J. Creary was affiliated with Cornell University. Currently, she is a faculty member at the University of Pennsylvania.

Keywords

Identity, diversity, resources, relationships, leader-member exchange, relational cultural theory, positive organizational scholarship

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Date Posted: 19 February 2018

This document has been peer reviewed.