Subordinate-to-Supervisor Relational Identification: A Meta-Analytic Review

Although subordinate-to-supervisor relational identification (RI) has gained significant scholarly attention in organizational research, an understanding of its nomological network is incomplete. There have also been recurring discussions about its distinctions with another more extensively researched relational construct-leader-member exchange (LMX). In this meta-analysis, we expand Sluss and Ashforth's (2007) typology, going beyond the influence of the supervisor, to systematically study the antecedents and consequences of RI and its comparison with LMX. Meta-analytic results based on 157 independent samples demonstrate that positive leader behaviors that span role-based and person-based identities (e.g., transformational leadership, supervisor humility) are important antecedents of subordinate-to-supervisor RI, with effects contingent on subordinates' national culture (i.e., collectivism and power distance). Although less hypothesized, relational and organizational contexts as well as subordinate characteristics are also important antecedents of subordinate-to-supervisor RI. The results further show that RI relates to important subordinate behaviors and attitudes. Finally, we test how RI and LMX have differing effects across these important subordinate attitudes and behaviors. We conclude with suggestions to enhance our understanding of RI.