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

The DOI matches its Crossref record; 116 of the 117 references it cites were found in a registry or an index.

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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Crossref · 10.5465/amj.2009.43669971

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Show all 117 references

1 of the 117 references couldn’t be matched to a known paper.

Research works printed but not linked: 10

  1. Bass B. M, 1985, Leadership and performance beyond expectations
  2. Bliese P. D, 2002, Advances in measurement and data analysis, 401
  3. Brislin R. W, 1980, Handbook of cross-cultural psychology: Methodology, vol, 2, 389
  4. Hackman J. R., 1980, Work redesign
  5. Hofstede G, 2001, Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations
  6. House R. J., 2004, Leadership, culture, and organizations: The GLOBE study of 62 societies
  7. Lee C., 2000, Journal of Management, 26, 685, 10.1177/014920630002600405 · DOI
  8. Pillai R., 1998, Journal of Management, 24, 463
  9. Podsakoff P. M., 1996, Journal of Management, 22, 259
  10. U.S. Census Bureau, 2004, More diversity, slower growth

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Metadata

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
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 › Business, Management and Accounting › Business and International Management › 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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