Leaders’ contingent punishment behavior influences subordinates’ ingratiation behavior based on the perception of power

Drawing upon leader‐member exchange theory, this study investigated the relationship between leaders’ contingent punishment behavior and subordinates’ ingratiation behavior, focusing on the mediating role of subordinates’ subjective sense of power and the moderating role of power distance. We surveyed 681 employees and managers in southwestern China working across various sectors. The results showed a positive correlation between leaders’ contingent punishment behavior and subordinates’ ingratiation behavior. Subordinates’ subjective sense of power mediated this relationship, while power distance acted as a moderator. These findings underscore the significance of cultural and contextual factors in shaping leader‐subordinate relationships, contributing to a holistic understanding with implications across various settings.