Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination

Kirkman, Bradley L.; Chen, Gilad; Farh, Jiing-Lih; Chen, Zhen Xiong; Lowe, Kevin B.

doi:10.5465/amj.2009.43669971

Cited by 1,094Job Satisfaction and Organizational BehaviorGlobal and Cross-Cultural ManagementEmployee Performance and Leadership

Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination

Kirkman, Bradley L., Chen, Gilad, Farh, Jiing-Lih, Chen, Zhen Xiong, Lowe, Kevin B.·2009·Academy of Management Journal

DOI 10.5465/amj.2009.43669971

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Abstract

Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of transformational leadership were positively related to follower's procedural justice perceptions. Power distance orientation also moderated the cross-level relationship that transformational leadership had with procedural justice; the relationship was more positive when power distance orientation was lower, rather than higher. Procedural justice, in turn, linked the unique and interactive relationships of transformational leadership and power distance orientation with followers' organizational citizenship behavior. Country differences did not significantly affect these relationships.

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Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives
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Transformational leadership and performance outcomes: Analyses of multiple mediation pathways
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Teams as innovative systems: Multilevel motivational antecedents of innovation in R&D teams.
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Abusive Supervision and Employee Well‐Being: The Moderating Effect of Power Distance Orientation
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A Multilevel Model of Transformational Leadership and Adaptive Performance and the Moderating Role of Climate for Innovation
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Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate.
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Leader–member exchange (LMX) in context: How LMX differentiation and LMX relational separation attenuate LMX's influence on OCB and turnover intention
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Examining the Mechanisms Linking Transformational Leadership, Employee Customer Orientation, and Service Performance: The Mediating Roles of Perceived Supervisor and Coworker Support
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Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice
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High Power Distance Enhances Employees' Preference for Likable Managers: A Resource Dependency Perspective
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A retrospective on Culture’s Consequences: The 35-year journey
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Transformational Leadership, Organizational Clan Culture, Organizational Affective Commitment, and Organizational Citizenship Behavior: A Case of South Korea's Public Sector
Kim, H. (2013) · Public Organization Review · doi:10.1007/s11115-013-0225-z · Cited by 232 · see citing works
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Traditional Chinese leadership and employee voice behavior: A cross-level examination
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The role of organizational insiders' developmental feedback and proactive personality on newcomers' performance: An interactionist perspective.
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Psychological Ownership: How Having Control Matters
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Getting What's New from Newcomers: Empowering Leadership, Creativity, and Adjustment in the Socialization Context
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Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation
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Country differences in the relationship between leadership and employee engagement: A meta-analysis
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Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification
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Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective☆
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Work Design–Related Antecedents of Turnover Intention: A Multilevel Approach
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Environmentally specific transformational leadership and team pro-environmental behaviors: The roles of pro-environmental goal clarity, pro-environmental harmonious passion, and power distance
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A cross‐cultural examination of subordinates' perceptions of and reactions to abusive supervision
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The Effect of Perceived Organizational Support and Transformational Leadership on Affective Commitment and Employee Performance
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Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle
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Does transformational leadership foster innovative work behavior? The roles of psychological empowerment, intrinsic motivation, and creative process engagement
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When Celebrities Count: Power Distance Beliefs and Celebrity Endorsements
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Emerging economies and institutional quality: Assessing the differential effects of institutional distances on ownership strategy
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A multi-level study of servant leadership on creativity: The roles of self-efficacy and power distance
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A meta-analytic review of the consequences of servant leadership: The moderating roles of cultural factors
Zhang, Y., Zheng, Y., Zhang, L., Xu, S., Liu, X., & Chen, W. (2021) · Asia Pacific Journal of Management · doi:10.1007/s10490-018-9639-z · Cited by 167 · see citing works
Spotlight on the Followers: An Examination of Moderators of Relationships Between Transformational Leadership and Subordinates’ Citizenship and Taking Charge
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Building networks into discovery: The link between entrepreneur network capability and entrepreneurial opportunity discovery
Shu, R., Ren, S., & Zheng, Y. (2018) · Journal of Business Research · doi:10.1016/j.jbusres.2017.12.048 · Cited by 164 · see citing works
In the Eye of the Beholder: Top Managers’ Long-Term Orientation, Industry Context, and Decision-Making Processes
Lin, Y. L., Shi, W., Prescott, J. E., & Yang, H. (2018) · Journal of Management · doi:10.1177/0149206318777589 · Cited by 164 · see citing works
How is Benevolent Leadership Linked to Employee Creativity? The Mediating Role of Leader–Member Exchange and the Moderating Role of Power Distance Orientation
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Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas
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Tightening the leash after a threat: A multi-level event study on leadership behavior following the financial crisis
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Cross-Level Influences of Empowering Leadership on Citizenship Behavior
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Leader-member exchange and organizational citizenship behaviors: Contextual effects of leader power distance and group task interdependence
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Authors: Kirkman, B. L., Chen, G., Farh, J.-L., Chen, Z. X., & Lowe, K. B.
Affiliations: Texas A&M University (US)
University of Maryland, College Park (US)
Hong Kong University of Science and Technology (HK)
Australian National University (AU)
University of North Carolina at Greensboro (US)
ORCID: Kirkman, Bradley L.
Chen, Gilad
Farh, Jiing-Lih
Chen, Zhen Xiong
Lowe, Kevin B.
Venue: Academy of Management Journal
Publisher: Academy of Management
Published: 2009-08
Volume: 52
Issue: 4
Pages: 744-764
ISSN: 0001-4273 (ISSN-L)
1948-0989
DOI: 10.5465/amj.2009.43669971
OpenAlex: W2065289879
Cited by: 1,094
References: 117
Citations by year: 2026: 63 · 2025: 73 · 2024: 70 · 2023: 75 · 2022: 74 · 2021: 92 · 2020: 86 · 2019: 70 · 2018: 76 · 2017: 65 · 2016: 52 · 2015: 56 · 2014: 63 · 2013: 69 · 2012: 53
FWCI: 65.38
Type: journal article
Language: en
Open access: closed
Locations: Academy of Management Journal (publishedVersion)
ANU Open Research (Australian National University) (submittedVersion)
Rare & Special e-Zone (The Hong Kong University of Science and Technology) (submittedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Anthropology › Global and Cross-Cultural Management
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
Keywords: power distance orientation, transformational leadership, procedural justice, organizational citizenship behavior, follower perceptions, cross-level effects, cross-cultural comparison, China–United States comparison, moderating effect

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Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination

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