Affect‐ and role‐based loyalty to supervisors in Chinese organizations

Abstract

A study conducted in a Taiwanese financial services company revealed that affect‐ and role‐based loyalty are two distinct types of loyalty to supervisors. The ethical behaviour of supervisors, perceived supervisor support, interpersonal justice, and respect for hierarchy predicted affect‐based loyalty, whereas only interpersonal justice and respect for hierarchy predicted role‐based loyalty to the supervisor. Affect‐based loyalty had a more positive correlation with supervisory satisfaction than did role‐based loyalty, and role‐based loyalty had a more positive correlation with extra‐role performance and attendance than did affect‐based loyalty.

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