Abstract
Despite previous studies on face values across a number of disciplines, there is limited research on how face values influence manager-subordinate relationships in China’s civil service. This study examines the role of managers’ face values in the relationship between their trust in subordinate loyalty and willingness to empower subordinates. The findings of our study indicate that superior face-saving and face-enhancing values moderate the relationships between information sharing, initiative encouragement, and their trust in subordinate loyalty.
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