Drawing on implicit leadership theory, we investigate the double-edged effects of supervisor-subordinate guanxi (SSG) on subordinate silence. Using three-wave data from 379 full-time employees, we reveal three key findings. First, the interaction between SSG and power distance affects both affective commitment and role conflict. Specifically, when subordinates exhibit high power distance, the positive effect of SSG on role conflict becomes stronger; when subordinates exhibit low power distance, the positive effect of SSG on affective commitment is amplified. Second, the interaction between SSG and power distance promotes subordinate silence through increased role conflict in high power distance. Third, this interaction reduces subordinate silence by enhancing affective commitment in low power distance. These findings advance our understanding of SSG's dual effects by (a) identifying power distance as a critical boundary condition, (b) uncovering distinct mediating mechanisms, and (c) challenging the prevailing assumption that SSG uniformly benefits subordinates. Our study provides a theoretical framework for understanding when and why SSG can either inhibit or promote subordinate silence.
