ORIGINAL RESEARCH article
Front. Psychol.
Sec. Organizational Psychology
Volume 16 - 2025 | doi: 10.3389/fpsyg.2025.1588034
Can subordinate performance simultaneously reduce leader ostracism and promote leader recognition? A moderated mediation model
Provisionally accepted
- 1Southeast University, Nanjing, China
- 2Renmin University of China, Beijing, Beijing Municipality, China
- 3Nanjing University, Nanjing, Jiangsu Province, China
Select one of your emails
You have multiple emails registered with Frontiers:
Notify me on publication
Please enter your email address:
If you already have an account, please login
You don't have a Frontiers account ? You can register here
In recent years, the positive influences of leadership on subordinate performance have been extensively studied. However, whether high-performing subordinates can, in turn, change the way leaders lead them remains underexplored. Based on social exchange theory, this research examines the mediating role of subordinate contribution in the relationship between subordinate performance and leader ostracism and recognition, as well as the moderating role of the leader’s outcome dependence on subordinate. Results from a multi-wave and multi-source field survey comprising 245 subordinates and 68 leaders indicate that subordinate performance increases subordinate contribution, which in turn, reduces leader ostracism and promotes leader recognition. Moreover, outcome dependence on subordinate reinforces the positive impact of subordinate performance on subordinate contribution, and the mediating effect of subordinate contribution. These findings not only provide a theoretical explanation of how and under what conditions subordinate performance can be welcomed by the leader, but also offer valuable insights for organizations to mitigate negative leader responses and foster positive ones.
Keywords: subordinate performance, subordinate contribution, leader ostracism, Leader recognition, outcome dependence on subordinate
Received: 05 Mar 2025; Accepted: 24 Apr 2025.
Copyright: © 2025 Xu, Huang, Zhang, Zhao and Zhou. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
* Correspondence: Hao Huang, Southeast University, Nanjing, China
Disclaimer: All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article or claim that may be made by its manufacturer is not guaranteed or endorsed by the publisher.