This article investigates whether supervisors can significantly enhance their subordinates' performance using a five‐waves panel dataset from a medium‐sized Japanese firm comprising around 400 employees. The dataset includes all regular non‐managerial employees working in one manufacturing company. About 40 supervisors were matched to their subordinates, and the evaluation outcomes were used to evaluate the worker performance. The results showed that supervisor effects were heterogeneous, displayed a one‐year lag, and lasted for two years. We proved the existence of the supervisor effect on current performance, by using current supervisor dummies or past supervisor dummies. Irrespective of the supervisor being switched, the effect of the past supervisor on workers’ current performance continues to exist. It was also found that these effects remained significant, even when workers were assigned new/different supervisors.

中文翻译：

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日本公司是否存在“老板效应”？下属–主管匹配面板数据的证据*

本文研究了主管人员是否可以使用来自大约400名员工的中型日本公司的五波面板数据集来显着提高下属的绩效。该数据集包括在一家制造公司工作的所有正规非管理型员工。将约40名主管与其下属相匹配，并使用评估结果评估工人的绩效。结果表明，监督者的影响是异质的，显示出一年的滞后，并持续了两年。通过使用现任主管假人或过去的主管假人，我们证明了主管对当前绩效的影响。不管更换主管是什么，过去的主管对工人当前绩效的影响仍然存在。