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

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

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