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
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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In the citing paper
“Accordingly, they would approve of hierarchy and hold the opinion that subordinates should trust and obey the superiors [13,14].”
From Power Distance Belief and Workplace Communication: The Mediating Role of Fear of Authority (2022) · cites this paper as [13]
In the citing paper
“employees with high perceptions of power distance view power differences as legitimate and they respect hierarchy (Kirkman et al., 2009)”
From Blame or Justification: A Conceptual Model of How Attributions Shape Observers’ Deviant Responses to Abusive Supervision (2026) · cites this paper as Kirkman et al., 2009
Citations
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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
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Cited by
Sorted by citations
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.005 · Cited by 1,426
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van Knippenberg, D., & Sitkin, S. B. (2013) · Academy of Management Annals · doi:10.5465/19416520.2013.759433 · Cited by 1,302
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Self-citationWalumbwa, F. O., Hartnell, C. A., & Oke, A. (2010) · Journal of Applied Psychology · doi:10.1037/a0018867 · Cited by 940
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)
- 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
- 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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