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This dissertation argues that the association of rising powers with major interstate war is dependent on competition over subordinates. It develops the theory of subordinate monopolization, arguing that when rising powers seek to close and monopolize subordinates, this increases the probability of conflict with other major powers. By contrast, when rising powers pursue openness and common-pool approaches to subordinates, conflict is much less likely. This theory addresses two omissions in the field. Firstly, the failure to treat peaceful rises seriously, which problematizes the pathway between the existence of a rising power and revisionist approaches to the international order. Secondly, the absence of subordinates from accounts of major power politics, despite their value. Subordinate monopolization is compared and contrasted with three alternative approaches: the realist focus on relative power between major powers, the need for status recognition and reform of distributional and institutional structures, and locating foreign policy within a domestic political context. Through quantitative examination of rising power disputes between 1816 and 2010, and two pairs of case studies of rising power disputes in the long nineteenth century and early Cold War, robust evidence for the theory is found which is more consistent than for any of the alternatives. This leads to the conclusion that rising powers should be understood in terms of their interactions with subordinates, as well as with the major powers.

Recent studies of organizational behavior have witnessed a growing interest in unethical leadership, leading to the development of abusive supervision research. Given the increasing interest in the causes of abusive supervision, this study proposes an organizing framework for its antecedents and tests it using meta analysis. Based on an analysis of effect sizes drawn from 74 studies, comprising 30,063 participants, the relationship between abusive supervision and different antecedent categories are examined. The results generally support expected relationships across the four categories of abusive antecedents, including: supervisor related antecedents, organization related antecedents, subordinate related antecedents, and demographic characteristics of both supervisors and subordinates. In addition, possible moderators that can also influence the relationships between abusive supervision and its antecedents are also examined. The significance and implications of different level factors in explaining abusive supervision are discussed.

Leaders’ sense of power is often found to induce abusive and aggressive behaviors toward subordinates, which consequently undermines interactional justice. Drawing on moral exclusion theory, we predict that subordinates’ instrumental value determines whether leaders’ sense of power prompts abusive supervisory behaviors or actions of showing goodwill toward subordinates, which, in turn, reshapes interactional justice. We theorize that leaders’ outcome dependence on subordinates is the key indicator of subordinates’ instrumental value. The results of two field studies lend support to our propositions. When leaders have low outcome dependence on subordinates, their sense of power is more likely to trigger abusive supervisory behaviors and then hamper interactional justice. Conversely, when leaders have high outcome dependence on subordinates, their sense of power is more likely to promote goodwill toward subordinates and consequently foster interactional justice. We further find that subordinates’ power distance influences the relationship between power-induced behaviors and interactional justice.

Theoretical and empirical work has identified a relationship between benevolent leadership and employee creativity. However, the mechanisms underlying this relationship remain to be confirmed. This study examined the link between benevolent leadership and employee creativity by focusing on the mediating role of supervisor-subordinate guanxi. The study sample comprised 228 subordinates and their 136 supervisors from eight knowledge-intensive enterprises in China. Structural equation modeling was used for the data analysis. The results showed that benevolent leadership was positively connected with employee creativity, and supervisor-subordinate guanxi partially mediated this positive relationship. The study findings might be useful for organizations in the context of utilizing benevolent leadership roles for facilitating creative behavior among employees.

Employee input is crucial when leaders want a clear picture of organizational challenges. In some cases, when a new leader takes charge, employees are willing to open up and share more of their thoughts and feedback than they were before. What drives that effect? At a large Thai bank where about 40% of its branches changed leaders each year, researchers collected survey data from subordinates and leaders before and after those transitions. Their study, published by the Journal of Organizational Behavior, suggests that employee speak-up behavior increases when the incoming leader provides a secure base of support for subordinates to safely explore new changes and opportunities. Where this secure-base support is similar between the old and new leaders, speak-up behaviors essentially stay the same. But where such support was greater with the former leader, subordinates are less likely to speak up after the succession.

We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization-based self-esteem (OBSE). Using a sample of 686 supervisor—subordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task performance and organizational citizenship behavior toward the organization (OCBO) on the other. We also found that the negative effect of authoritarian leadership on subordinate OBSE, task performance, and OCBO was weaker when supervisors exhibited higher levels of leader benevolence. Also, OBSE mediated the joint effect of authoritarian leadership and benevolent leadership on subordinate task performance and OCBO.

In the current era of diverse values, managers face the crucial task of facilitating employees'adaption to their organization'svalues. Previous studies have found that high-quality supervisor-subordinate guanxi (SSG) negatively influences subordinates'facades of conformity. However, these studies did not compare the characteristics of employeesborn in the 1990s and later with those of other team members in examining SSG. On the basis of conservation of resources theory and socialcomparison theory, we found an inverted U-shaped relationship between SSG and facades of conformity among post-90s subordinates (N = 360), with subordinates' face consciousness not playing a significant moderating role. In contrast, relative SSG negatively influenced subordinates' facades of conformity and was weakened by the moderator of face consciousness. These results offer theoretical and practical implications for managersto re-examine the relationship of SSG and facades of conformity from absolute and relative perspectives.

Previous research has shed light on the detrimental effects of abusive supervision. To extend this area of research, we draw upon conservation of resources theory to propose (a) a causal relationship between abusive supervision and psychological distress, (b) a mediating role of psychological distress on the relationship between abusive supervision and employee silence, and context (i.e., gender dissimilarity) on the mediating effect of abusive supervision on silence. Through an experimental study (Study 1), we found the causal path linking abusive supervision and psychological distress. Results of both the experimental study and a field study (Study 2) provided evidence that psychological distress mediated the relationship between abusive supervision and silence. Lastly, we found support that this mediation effect was contingent upon the relational context in Study 2 but not in Study 1. We discuss implications for theory and practice.

We used the theory of social dominance to explore the mediating influence and boundary conditions according to which subordinates??? creativity affects supervisor undermining. Through a two-stage survey of 223 employees and their paired supervisors, we verified the mediating effect of supervisors??? perceived status threat on the relationship between subordinates??? creativity and supervisor undermining. Supervisors??? status concern moderated the relationship between subordinates??? creativity and supervisors??? perceived status threat. Specifically, the positive relationship between subordinates??? creativity and supervisors??? perceived status threat was stronger when the level of supervisors??? status concern was high. We aimed to deepen understanding of the factors that influence supervisor undermining. Additionally, we introduced perceived status threat as a mediating variable, which enhances understanding of the mechanism behind the unjust treatment of star employees. This highlights the importance of companies continuing to improve the management and professional skills of their supervisors, and fostering an organizational culture that is equal and free, in order to cultivate and retain highly creative talents

Extensive research has been conducted to scrutinize employee loyalty, but scant attention has been directed toward understanding this phenomenon within the context of the millennial workforce in China. To address this research gap, in this study we investigated the association between Confucian leadership and employee loyalty among millennials in China, incorporating the mediating role of supervisor-subordinate guanxi in this relationship. Participants were 250 employees of 15 firms, who completed a self-administered survey. We found a positive relationship between Confucian leadership and millennial employee loyalty. Moreover, supervisor-subordinate guanxi was a significant and partial mediator of this relationship. These findings suggest that it is important to adopt Confucian leadership as well as building quality supervisor-subordinate guanxi when enhancing millennial employee loyalty.