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| A Meta-Analysis of the Two-Side Effect of Differential Leader on Subordinates |
| SU Tao，DENG Silu，GUAN Minqi，CUI Xiaoyu |
| 1. Guangdong University of Technology, Guangzhou, China; 2. People’s Public Security University of China, Beijing, China; 3. Guangdong Police College, Guangzhou, China |
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Abstract Based on Social Exchange Theory, this article indicates that differential leadership, characterized by favoritism and highly man-ruling, exerts a double-side effect on subordinates’work efficiency through a meta-analysis of 47 independent empirical studies with a sample size of 16592. The results show that: differential leaders benefit subordinates’ work attitude, proactive behavior, innovation, and performance. However, it may also trigger employees’ unethical behavior in the workplace. They have much stronger impacts on followers’ innovation and workplace unethical behavior. Moreover, the existing scale developed by Jiang Dingyu & Zhang Yunzhen (2010) is verified as a measurement tool with good discrimination validity. All of its three dimensions benefit followers’ work efficiency. Their positive impacts decreased in the sequence of promotion & reward, tolerance & affection and solicitude & communication. Last but not least, both regional culture and dimension division moderate the effectiveness of differential leadership. Differential leaders are more effective in China’s Mainland than those in Taiwan Province, and dimensionality shows more effective measurement results than non-dimensionality.
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Received: 16 December 2021
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