Abstract
The purpose of this study was to examine the mediating effects of relations-oriented managerial behaviors on the relationship between two modes of expatriate adjustment—role innovation and personal change—and contextual performance. Using data from 194 expatriates and 505 of their subordinates, we found evidence of full mediation for the role innovation–performance relationship. For ratings of expatriate effectiveness, recognizing and team building behaviors appear to fully mediate the role innovation–performance relationship. For ratings of supervisor satisfaction, inspiring, supporting, and team building appear to fully mediate the role innovation–performance relationship. No significant results were found for the personal change–performance relationship. The results provide insights for extending current models of the expatriate adjustment process, and understanding the means by which expatriates fulfill their responsibilities.
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