2. Before you read…
• Internally reflect on the chapters, theories, and scenarios
you have explored so far this semester.
• Consider previous interactions you have had where you
were the superior and where you were the subordinate in
an organization.
• Examine what you currently know about superior-
subordinate communication.
2
3. How/Why: Superior-
Subordinate Communication
• Information is exchanged for a variety of reasons
• Information flows both ways
• Communication plays a critical role in shaping and
maintaining an acceptable superior-subordinate relationship
3
4. Superior/Subordinate
Relationship
For the subordinate
• The supervisor may serve as
a role model
• The supervisor may have
formal power to
reward/punish
• The supervisor mediates the
formal downward
communication
• The supervisor may develop
a personal relationship with
the subordinate
For the supervisor
• The subordinate serves as a
channel of informal
communication from other
subordinates (both task/personal
issues)
• The subordinate’s satisfaction
with the relationship may have a
direct impact on the supervisor’s
satisfaction with the relationship
• The supervisor’s performance is
eventually dependent on the
performanc of the subordinate
4
5. Misunderstandings:
Superiors/Subordinates
Superiors (sups) and subordinates (subs) often have vastly
different perceptions of and meanings for important behavioral
and organizational activities
• ―Semantic-information distance‖ – the gap in information and
understanding between superior/subordinate on specific issues
• Also known as ―perceptual incongruence‖
• This distance can stunt the growth of the sup/sub relationship
• It can have negative individual, relational, and organizational
effects (job satisfaction, conflict, etc.)
5
6. Deliberate Communication
• Upward distortion – when subs are hesitant
to communicate negative news to sups they
may distort the news in order to make it seem
more positive
• Afraid they are the cause or will be held responsible
• Afraid news will be perceived as criticism of sup
• Ramifications (promotion, job security, etc.)
6
Think about it…
Have you ever
experienced
upward
distortion?
7. Deliberate Communication
• Strategic ambiguity – sup uses ambiguity to communicate
with the sub to promote positive outcomes
• Allowing multiple interpretations by leaving out contextual
cues
• Can be beneficial, but can also be problematic
7
• Strategic ambiguity allows for meaning projection
• Strategic ambiguity leads to restricted code
• Strategic ambiguity allows people to regulate what and how
much they want to share
(Eisenberg, 1984)
8. Deliberate Communication
Upward Distortion
• Can contribute to gap in
understanding between
sup/sub
• More ethically suspect
• Conscious effort to
mislead
• Misrepresents reality
Strategic Ambiguity
• Can contribute to gap in
understanding between
sup/sub
• Less ethically suspect
• Does not seek to mislead
or damage
• Could cause undue stress
8
9. Leader-Member Exchange
Theory (LMX)
• Sups have a limited amount of time and resources
• Can’t spend the same amount of energy on every sub
• Different/distinct relationships form with individual subs
• Relationship between sup/sub is on a continuum from
leader-member exchange (LMX), or in-
group, relationships, to middle-group relationships, to
supervisory exchange (SX) or out-group,
relationships
9
10. LMX to SX relationships
• Based on Vertical Dyadic
Linkage (VDL) which noted
leaders form vertical linkages
with their followers. VDL
noted some subs fell into
―in-group‖ (LMX) or
―out-group‖ (SX) categories
• LMX (in-group) have mutual trust, reciprocal support,
liking, and greater interaction
• SX (out-group) are primarily role-defined relationships
• Middle-group vary in their levels of these characteristics
10
Leader
#1
Sub
A
Sub
B
Sub
C
11. LMX
• Subs in LMX relationships with their Sups tend to stay in
organization longer, are more satisfied, and receive higher
performance ratings than other Subs
• Developing an LMX relationship depends upon:
• Liking by the leader
• Perceived ability of the Sub by the leader
• Maintenance communication takes place to preserve an
acceptable and lasting relational state
• Four tactics of maintenance communication:
1. Personal
2. Contractual
3. Regulative
4. Direct
11
12. Power
differences
Sups in high/med LMX relationships
seek to minimize power differences
• Value congruence
• Non-routine problem
solving
• Insider markets
• Support
• Coaching
Sups use four communication
patterns to maximize power
differences
• Performance monitoring
• Face-threatening acts
• Competitive conflict
• Power games
12
13. Sup/Sub relationship: TRUST
• Both Sup and Sub can be vulnerable. Trust matters!
• Both parties must contribute to the
development, maintenance, and growth of trust.
• Whitener, et al., (1998) suggested five categories of
managerial behavior that influence the subordinate’s
perception of a supervisor’s trustworthiness.
• Behavioral consistency enables the subordinate to
predict future behavior.
• Behavioral integrity involves telling the truth and
keeping promises.
• Sharing and delegating of control satisfies subordinates
with their level of participation in decision making.
• Communication conveys accurate information, explains
decisions, and demonstrates openness.
• Demonstration of concern makes evident benevolence
toward others.
13
14. Sup/Sub relationship: Immediacy
Immediacy is any communication that indicates
interpersonal warmth and closeness
• Sups convey immediacy to Subs in a variety of ways:
• Values subordinate input on job and in personal matters.
• Attentive to subordinate both verbally and nonverbally.
• Expresses confidence in the subordinate’s ability.
• Shows a personal interest in the subordinate.
• Expresses verbal appreciation for commendable work.
• Demonstrates a willingness to assist the subordinate.
14
Think about it…
Why is immediacy
important?
15. Sup/Sub relationship: Feedback
• Involves both TASKS and
PERSONAL elements
• Feedback from Sup to Sub can have
a positive impact on motivation, satisfaction,
commitment, and performance
• Don’t just provide feedback—seek it!
• Sups need feedback, too.
• Feedback is important for managerial effectiveness
15
16. Sup/Sub relationship:
Compliance-gaining
• At work, Subs (and Sups!) have to comply with
directives, policies, and procedures
• Sups are most likely to use several tactics for compliance-
gaining:
• Assertiveness
• Coalition
• Higher authority
• Friendliness
• Simply issuing an order is not an effective means of
gaining employee compliance
16
18. Upward Influence
• Subordinates differ in their upward-influence tactics
based on whether they are in an LMX or SX
relationship (Krone, 1991)
• Strategies for upward influence:
• Open persuasion: an overt form of influence where
desired outcomes are fully disclosed, this strategy is
characterized by empathic listening, open argument for
proposed course of action, and logical reasoning.
• Strategic persuasion: an influence technique that uses
either open influence or clearly stated outcomes.
• Manipulation: a disguised attempt at upward influence.
18
U
P
W
A
R
D
I
N
F
L
U
E
N
C
E
19. Technology & Sups/Subs
• Social presence
• Degree of sociability present in the use of
the media
• Warmth, personalness, sensitivity
• Example: Talking face-to-face (high social
presence) allows facial expressions, touch,
posture, and other non-verbals to help convey
message. Emails, despite emoticons, are harder
to interpret (lower social presence).
• Media richness
• Speed of feedback
• Degree of formality
• Tone
• Accessibility
19
What types of
news/information
should be convened
with high social
presence? Which
types are okay to
convey with lower
social presence?
20. Effects of Culture
Hofstede (1984) detailed five value orientations related to
culture that can impact the Sub/Sup relationships:
1. Time orientation
2. Power distance
3. Uncertainty avoidance
4. Individualism/collectivism
5. Masculine/feminine traits
20
