CoChat
Sign Up
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
Open this paper in CoChat — free account

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.

Overview

Integrity signals

Registry

Crossref · 10.5465/amj.2009.43669971

Cites

116 of 116 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Verification

Claims the paper makes

This paper’s full text isn’t openly available, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Citations

Cites

Flagged first, then by citations

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

Cited by

Sorted by citations

See all 1,094

Related

See all

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

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review