This research shows employees have views on supervisor “face,” defined in terms of moral character and social status. Employee perceptions of supervisor face were examined as a mediator in the relationships between perceived organizational support and work outcomes in a survey of 278 hospital employees and their supervisors. Work outcomes were based on supervisor ratings of employee extra-role behavior and employee in-role behavior. Findings indicated partial mediation by perceptions of supervisor “face.” The evidence shows supervisor moral character and social status influenced work outcomes. Implications of the findings are discussed.
BakerT. L.HuntT. G.AndrewsM. C. (2006). Promoting ethical behavior and organizational citizenship behaviors: The influence of corporate ethical values. Journal of Business Research, 59, 849-857.
2.
BotterweckG. J.HelmertR.HeinzJ. (Eds.). (1974). Theological dictionary of the Old Testament. Cambridge, England: W. B. Eerdmans.
3.
BrocknerJ. (1988). Self-esteem at work: Research, theory and practice. Lexington, MA: Lexington Books.
4.
ByrneZ. S.HochwarterW. A. (2008). Perceived organizational support and performance: Relationships across levels of organizational cynicism. Journal of Managerial Psychology, 23(1), 54-72.
5.
DieneschR. M.LidenR. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 10, 527-539.
6.
DuttonJ. E.RobertsL. M.BednarJ. (2010). Pathways for positive identity construction at work: Four types of positive identity and the building of social resources. Academy of Management Review, 35, 265-293.
7.
EarleyP. C. (1997). Face, harmony, & social structure. Oxford, England: Oxford University Press.
8.
EisenbergerR.CummingsJ.ArmeliS.LynchP. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82, 812-820.
FarmerS. M.AguinisH. (2005). Accounting for subordinate perceptions of supervisor power: An identity-dependence model. Journal of Applied Psychology, 90, 1069-1083.
11.
FerrisD. L.BrownD. J.HellerD. (2009). Organizational supports and organizational deviance: The mediating role of organization-based self-esteem. Organizational Behavior and Human Decision Processes, 108, 279-286.
12.
FriedrichG. (Ed.). (1967). Theological dictionary of the New Testament. Grand Rapids, MI: Wm. B. Eerdmans.
13.
GoffmanE. (1959). The presentation of self in everyday life. Garden City, NY: Anchor Books.
14.
GoffmanE. (1967). Interaction ritual: Essays on face-to-face behavior. New York, NY: Anchor Books.
15.
HallA. T.ZinkoR.PerrymanA. A.FerrisG. R. (2009). Organizational citizenship behavior and reputation: Mediators in the relationship between accountability and job performance and satisfaction. Journal of Leadership & Organizational Studies, 15, 381-392.
16.
HofstedeG. (1991). Cultures and organizations: Software of the mind–intercultural cooperation and its importance for survival. New York, NY: McGraw-Hill.
17.
HuH. C. (1944). The Chinese concept of face. American Anthropologist, 46, 45-64.
18.
LeeJ.PecceiR. (2007). Perceived organizational support and affective commitment: The mediating role of organization-based self-esteem in the context of job insecurity. Journal of Organizational Behavior, 28, 661-685.
19.
LimT. S. (1994). Facework and interpersonal relationships. In Ting-ToomeyS. (Ed.), The challenge of facework: Cross-cultural and interpersonal issues (pp. 209-229). Albany: State University of New York Press.
20.
LordR. G.BrownD. J. (2004). Leadership processes and follower self-identity. Mahwah, NJ: Lawrence Erlbaum.
21.
LynchP.EisenbergerR.ArmeliS. (1999). Perceived organizational support: Inferior-versus-superior performance by wary employees. Journal of Applied Psychology, 84, 467-483.
22.
McCallG.SimmonsJ. L. (1978). Identities and interaction. New York, NY: Free Press.
23.
MeadM. (1928). Coming of age in Samoa. New York, NY: Morrow Paperback Editions.
24.
MehraA.DixonA. L.BrassD. J.RobertsonB. (2006). The social network ties of group leaders: Implications for group performance and leader reputation. Organization Science, 17(1), 64-79.
25.
MiltonL. P.WestphalJ. D. (2005). Identity confirmation networks and cooperation in work groups. Academy of Management Journal, 48, 191-212.
26.
MoormanR.BlakelyG. L.NiehoffB. P. (1998). Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior?Academy of Management Journal, 41, 351-357.
27.
PfefferJ. (1981). Power in organizations. Cambridge, MA: Ballinger.
28.
PierceJ. L.GardnerD. G.CummingsL. L.DunhamR. B. (1989). Organization-based self-esteem: Construct definition, measurement, and validation. Academy of Management Journal, 32, 622-648.
29.
PodsakoffP. M.MacKenzieS. B.LeeJ. Y.PodsakoffN. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879-903.
30.
RhoadesL.EisenbergerR. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87, 698-717.
31.
ShanockL. R.EisenbergerR. (2006). When supervisors feel supported: Relationship with subordinates’ perceived supervisor support, perceived organizational support and performance. Journal of Applied Psychology, 91, 689-695.
32.
SimonsT. (2002). Behavioral integrity: The perceived alignment between managers’ words and deeds as a research focus. Organizational Science, 13, 18-35.
33.
SimonsT.FriedmanR.LiuL. A.ParksJ. M. (2007). Racial differences in sensitivity to behavioral integrity: Attitudinal consequences, in-group effects and “trickle down” among black and non-black employees. Journal of Applied Psychology, 92, 650-665.
34.
TajfelH. (1972). Experiments in a vacuum. In IsraelJTajfelH. (Eds.), The context of social psychology: A critical assessment (pp. 69- 119). London Academic Press.
35.
Ting-ToomeyS. (2005). The matrix of face: An updated face-negotiation theory. In GudykunstW. B. (Ed.), Theorizing about intercultural communications (pp. 71-92). Thousand Oaks, CA: Sage.
36.
Ting-ToomeyS.GaoG.TrubiskyP.YankA.KimH. S.LinS. L.NishidaT. (1991). Culture, face maintenance, and styles of handling interpersonal conflict: A study in five cultures. International Journal of Conflict Management, 2, 275-296.
37.
TjosvoldD.HustonT. L. (1978). Social face and resistance to compromise in bargaining. Journal of Social Psychology, 104, 57-68.
38.
TurnerJ.C. (1985). Social categorization and self-concept: A social-cognitive theory of group behavior. In Lawlere.J. (Ed.), Advances in group process: Theory and research (Vol. 2, pp. 77-122). Greenwich, CT: JAI Press.
39.
TurnipseedD. L. (2002). Are good soldiers good? Exploring the link between organization citizenship behavior and personal ethics. Journal of Business Research, 55(1), 1-15.
40.
ValentineS.VarcaP.GodkinL.BarnettT. (2010). Positive job response and ethical job performance. Journal of Business Ethics, 91, 195-206.
41.
WatsonD.ClarkL. A.TellegenA. (1988). Development and validation of brief measures of positive and negative affect: The PANAS scales. Journal of Personality and Social Psychology, 54, 1063-1070.
42.
WayneS. J.ShoreL. M.LidenR. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82-111.
43.
WilliamsL. J.AndersonS. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601-617.
