The impact of subordinate ingratiation on supervisor punishment omission: A social judgment theory perspective

Abstract

BACKGROUND: Upward ingratiation is a universal workplace phenomenon because leaders have more power and resources, which are closely related to the interests of subordinates. This phenomenon is especially common in Chinese culture due to the large power distance between superior and subordinate. Subordinate ingratiation appears to influence supervisors’ affective responses and punishment decisions. OBJECTIVE: The study’s purpose was to analyze the relationship between subordinate ingratiation and supervisor punishment omission in China, as well as the mediating role of interpersonal affect and the moderating role of authentic leadership. METHODS: Data were collected from 389 supervisor-subordinate dyads in China. The reliability and validity of measurement scales were demonstrated. Multiple regression analyses and bootstrapping tests were used to examine the research model. RESULTS: Subordinate ingratiation is positively related to supervisor punishment omission. Interpersonal affect fully mediates the relationship between subordinate ingratiation and supervisor punishment omission. Authentic leadership negatively moderates the relationships between both subordinate ingratiation and interpersonal affect and subordinate ingratiation and supervisor punishment omission. The moderating effect of authentic leadership between subordinate ingratiation and supervisor punishment omission is partially mediated by interpersonal affect. CONCLUSIONS: The findings contribute to the theory about the effect of ingratiation, with implications for practice and future research.