“Loyalty to organizations” or “loyalty to supervisors”? Research on differential leadership and employee loyalty behavior: A perspective of insiders and outsiders

Abstract

Loyalty has always been a hot topic in the field of organizational behavior, which is of great significance to the operation and management of organizations. Extant studies have found that leadership can have a great impact on loyalty. Differential leadership is a common and unique leadership style in Chinese organizations, but the research between differential leadership and loyalty is still lacking. Based on social exchange theory and social learning theory. This study discusses the relationship between differential leadership and loyalty. By using hierarchical regression analysis and bootstrap method. The results show that differential leadership has a positive effect on employees’ organizational loyalty and supervisory loyalty, and the degree of “loyalty to organizations” is generally lower than “loyalty to supervisors”; under differential leadership style, the supervisory loyalty from insiders is much higher than that from outsiders, but the influence and difference of the two groups (insider and outsider) do not have a significant effect on organizational loyalty. The supervisor developmental feedback mediates the relationship between differential leadership and organizational & supervisory loyalty; power distance positively moderates the relationship between supervisor developmental feedback and organizational & supervisory loyalty, and the higher the perceived power distance of employees, the stronger the indirect effect of developmental feedback from supervisors. This study not only enriches the theory of differential leadership but also provides empirical support for understanding the differences in cognitive behavior between insiders and outsiders.