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abstract: Research suggests that behaving in an ingratiatory manner towards one’s supervisor is a double-edged sword. On the one hand, ingratiation is a powerful tool through which employees develop positive social exchange relationships with target audiences (i.e., supervisors) and subsequently obtain desired outcomes at work. On the other hand, third party observers of ingratiation often view this behavior (and the people enacting it) in a negative manner, thereby hindering ingratiatory employees’ ability to develop high quality social exchange relationships with these individuals. However, this research primarily focuses on how organizational actors perceive of ingratiatory employees while neglecting the social context in which this behavior occurs. This is an important limitation because there are compelling reasons to believe that the social context plays a crucial role in how individuals react to ingratiation. Specifically, the social context may influence the extent to which ingratiation is salient, valued, and/or perceived as normative behavior by organizational members both within and external to the ingratiator-target dyad, which in turn affects how this behavior relates to relationship quality with the target and observers. The objective of my dissertation is to address this limitation by integrating a social context perspective with social exchange theory to build a “frog-pond” model of ingratiation. To that end, I propose that employees’ ingratiation relative to their team members, rather than absolute levels of ingratiation, drives positive exchange quality with supervisors. Furthermore, I hypothesize that congruence between the focal employee’s ingratiation and other team members’ ingratiation increases employees’ social exchange quality with team members. I also shed light on the asymmetrical nature of ingratiation (in)congruence by investigating how different types of congruence and incongruence impact social exchange quality with team members in different ways. In addition, I examine how relative ingratiation indirectly influences supervisors’ citizenship behavior toward the focal employee via focal employee-supervisor social exchange quality, as well as how ingratiation congruence indirectly affects team members’ citizenship behavior toward the focal employee through social exchange quality between the two parties. I test my hypotheses in a multi-wave multi-source field study of 222 employees and 64 teams/supervisors. / Dissertation/Thesis / Doctoral Dissertation Business Administration 2019

No matter how many points of view about the word of ¡§leadership¡¨, the constant components will contain three components: the supervisors, subordinates, and how interaction relations between the supervisors and subordinates. LEADER-MEMBER EXCHANGE (LMX THEORY) ¡VOften organizational researches have described the relationship between supervisors and subordinates in terms of it. Research has given that relationship considerable attention. In essence, LMX theory indicates the possibility that supervisors develop different forms of exchange relationships with their subordinates. LMX is the western theory, the development until now is the nearly 30 years. This model points that leaders do not use the same style or set of behaviors uniformly across all members or subordinates; instead, unique relationships or exchange develop with each member. High quality LMXs(referred to as ¡§in-group¡¨ exchanges in this model) are characterized by mutual trust and support, whereas low-quality LMXs(referred to as¡¨out-group¡¨exchanges) are based on simply fulfilling the employment contract. The purpose of this article is to focus on one individual characteristic or behavior, ingratiation that may be important to LMX development. Moreover, based on the view of impression management, we categorized the targets of employees¡¦ organizational citizenship behaviors into job, organization, coworkers and supervisors. A questionnaire investigation was adopted in this research. Accessible population targeted on companies defined as honorary trainers of SMEs by Small and Medium Enterprise Administration in Ministry of Economic Affairs. There¡¦re 500 questionnaires totally set out of which 301samples are effective samples. Exploratory factor analysis, multiple regression analysis, Pearson Analysis etc.are applied in the analysis and the result is as the below: 1. Among ingratiation, value and LMX presents positive influence. 2. Between LMX and Organization citizenship behavior presents positive influence. 3. Between ingratiation and Organization citizenship behavior presents positive influence. 4. Between value and Organization citizenship behavior presents positive influence. 5. Ingratiation will affect Organization citizenship behavior with LMX as mediating variables. 6. Value will affect Organization citizenship behavior with LMX as mediating variables.

People are reluctant to transmit bad news, which is named as the MUM effect in the literature. One explanation of this effect suggests that people do not want to construct negative impressions by being associated with bad news. On the other hand, people are also willing to transmit good news which is largely ignored in the literature. In this study, transmission of good news is examined from an impression management perspective. It was suggested that people would be more likely to transmit good news and less likely to transmit bad news when they were dependent on the recipient of the news than when they were not. Four variables, likeability, perceived favor doing, expectations of gratitude and ulterior motives were hypothesized as potential mediators. Also, self &ndash / esteem, self &ndash / monitoring, Narcissism and Machiavellianism were assessed as personality variables. University students (N = 306) participated in a scenario study, with the valence of the news (good / bad) and outcome dependence on the recipient (high / low) as independent variables. The main dependent variable was transmission likelihood of the news. Results showed that, high dependence participants were more likely to transmit good news than low dependence participants. In contrast, high dependence participants were less likely to transmit bad news than low dependence participants. Moreover, likeability was found to be a partial mediator of the relationship. Participants tend to think that they would be perceived as more likeable if they transmit good news and thus they were more likely to communicate the good news. From the personality variables only Machiavellianism had a significant effect. High Machs were more likely to transmit good news in high dependence condition than did low Machs. The results of the study were discussed in the relevant literature.

Ingratiation is a deceptive, psychological tactic subordinates use to convince their supervisors to treat them better than other subordinates. Subordinate ingratiation is relatively well-known, but the concept of a manager promoting and encouraging ingratiative behaviors to subordinates is less common and seen as uncommonly deceptive. Little is known about how managers feel about ingratiation why any manager would encourage it. The purpose of this study was to explore how people in management positions percieve manager-encouraged ingratiation. Research questions addressed how people in management positions might respond to a scenario wherein a manager encouraged a subordinate employee to act out ingratiation. The qualitative method was used to examine an environment in which experienced subjects could describe their perceptions about an uncommon behavioral issue in management practice. Fourteen Retired Air National Guard commanders listened to vignettes based on managers who encouraged subordinate ingratiation, and answered open-ended, vignette-based, interview questions. Matrix tables were used to analyze the data through content analyses with emotion and in vivo coding. Results inferred that managers question the ethics behind the specified behavior, but they believe that political and managerial skill can help ethically align ingratiation with organizational objectives. These results can prepare managers and scholars to recognize, discuss, and mitigate ingratiation, or, if appropriate, to accept it. Positive social change is promoted by building a sense of community and citizenship within the workplace, on to employees' neighborhoods and communities, and progressing on a global scale through cooperation among affiliated organizations.