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首页> 外文期刊>The Leadership quarterly >Putting non-work ties to work: The case of guanxi in supervisor-subordinate relationships
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Putting non-work ties to work: The case of guanxi in supervisor-subordinate relationships

机译：发挥非工作纽带的作用：上下级关系中的关系案例

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Traditional Western-based theories of supervisor-subordinate relationships tend to focus on social exchanges in the work domain while omitting potential exchanges that occur in the private domain. However, there are many contexts, particularly in transitional economies lacking strong bureaucratic work structures (e.g., China, Brazil), where personal exchanges outside of the work domain serve as a critical, binding fabric in the workplace. One such example is the indigenous Chinese concept of guanxi, which captures the personal ties between supervisors and subordinates and operates as a protective mechanism for subordinates and a loyalty-inducing agent for supervisors. Using 281 supervisor-subordinate dyads from China, we explored an important antecedent and consequences of guanxi while controlling for the parallel process of the traditionally work-focused construct leader-member exchange (LMX). Results suggest that although both guanxi and LMX mediate the effects of proactive personality on affiliative OCB (i.e., interpersonal facilitation), guanxi is more strongly related to challenging OCB (i.e., taking charge) and LMX is more strongly related to task performance. (C) 2014 Elsevier Inc. All rights reserved.
机译：传统的基于西方的主管－从属关系理论倾向于将重点放在工作领域的社会交流上，而忽略了在私人领域发生的潜在交流。但是，在许多情况下，特别是在缺乏强有力的官僚工作结构的转型经济体（例如中国，巴西）中，工作领域以外的个人交流是工作场所中至关重要的，具有约束力的结构。这样的例子就是中国人的“关系”概念，它抓住了上司和下属之间的个人关系，并充当下属的保护机制和上司的忠诚诱导代理。我们使用了来自中国的281个主管－下级二元组，探索了关系的重要前提和后果，同时控制了以工作为中心的传统构造领导者－成员交换（LMX）的并行过程。结果表明，尽管关系和LMX都介导了主动人格对联属OCB的影响（即人际促进），但关系与挑战性OCB（即负责）之间的联系更为紧密，而LMX与任务绩效之间的联系更为紧密。 （C）2014 Elsevier Inc.保留所有权利。

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