Relational Perspectives on Leaders’ Influence Behavior

Abstract

To understand leader influence behavior in organizations, it is essential to understand how subordinates interpret the different influence strategies used by their superiors. In this study, we examine the effect of influence behavior on organizational commitment from two relational perspectives with employees from Chinese and Western societies. Drawing on relational attribution theory, we develop a multiple mediation model to determine whether the relationships between influence behavior and organizational commitment are meditated by leader–member exchange (LMX) and/or guanxi. We also examine whether the effects vary across the two broad cultural samples. Results indicate the mediating effect is contributed mainly by LMX, not guanxi. Results show no significant cross-cultural differences, suggesting the theoretical framework we propose may be generalizable across cultures. Implications and ideas for future research are provided.