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Good political skills can help subordinates disguise their ingratiation as organizational citizenship behavior. Few studies has told us what measures should be taken when the managers can't tell the difference between organizational citizenship behavior and ingratiation. In this paper, survey data were collected at two different time points from 338 subordinate and 128 their supervisors from 6 electronic manufacturing enterprises located in Beijing, china. The conclusion of this paper is that when the leaders make sure their subordinates trust in themselves and they can't make sure such kind of behavior is organizational citizenship behavior or ingratiation behavior, they should encourage such surface altruistic behaviors recurring, because their subordinates' behaviors are good for job performance and colleagues.

To better study managers' contextual ambidextrous abilities, this research investigates the relationship between managers' network consistency and contextual ambidexterity based on complex adaptive system theory in dynamic and complex environment. The theory is tested by using primary survey data from organizational members. The author collected 108 data at the managers' level. Through hierarchical regression analyses, the conclusion is that the consistency between managers' formal network and informal emotional network first low and then increase contextual ambidexterity abilities in a U-shaped relationship. Theoretical contributions and empirical results of this paper improve our understanding about managers' contextual ambidexterity in social network perspective.