Secondly, absorptive capacity and low-power-distance cultures are compatible since there is no need to establish formal structures between superiors and subordinates; high-power-distance cultures, instead, put subordinates in an uncomfortable position as they are not used or prepared to speak up by themselves and communicate with their superiors without being asked.
Real confidence, the hallmark of successful managers and their subordinates, "involves high degrees of empowerment of others," Kanter wrote.
Thus, subordinates with high team creative efficacy would like to perform more OCB to contribute to goal achievement compared with those with low team creative efficacy.
To the contrary, subordinates with high creative self-efficacy and high team creative efficacy may have more choices in achieving the team creative goals, and thus may perform less OCB.
Nonetheless, if this were the case, we should expect unrelated subordinates to work harder than relatives of the dominant, because the cost of their presence (a place in the inheritance queue that could otherwise have been occupied by a related subordinate) is higher.
The meta-analysis identified two variables that significantly predicted relative cortisol levels: subordinates exhibited higher relative cortisol levels when they (1) were subjected to higher rates of stressors, and (2) experienced decreased opportunities for social (including close kin) support.
As such, preferences for honesty are a stronger informal control for subordinates with higher NAI.
Those commanders who are corrupt or fail to ensure proper pay, food or vacation for their subordinates have higher attrition.
We also investigate whether unrelated subordinates occupy higher ranks in the queue to inherit the nest.
In some territorial birds, subordinates show higher baseline levels of circulating corticosterone than dominant individuals, and losing fights can increase glucocorticoid production [29].
