The Impact of Power Distance Orientation on Recipients’ Reactions to Participatory Versus Programmatic Change Communication

2015 ◽  
Vol 52 (1) ◽  
pp. 5-34 ◽  
Author(s):  
Sevda Helpap
Keyword(s):  
Power Distance ◽  
Power Distance Orientation ◽  
Change Communication ◽  
The Impact ◽  
Programmatic Change

Leaders’ courage in showing humility

2017 ◽  
Vol 25 (2) ◽  
pp. 28-30
Keyword(s):  
Design Methodology ◽  
Psychological Empowerment ◽  
Power Distance ◽  
Cultural Value ◽  
Content Type ◽  
Power Distance Orientation ◽  
Hierarchical Position ◽  
The Impact ◽  
The Relationship ◽  
Leader Humility

Purpose In line with emerging conceptualizations of humility in organizations, the purpose of this paper is to examine how leader humility and distance-based factors [i.e. power distance orientation (PDO) and hierarchical distance] interact to predict follower psychological empowerment. Design/methodology/approach The authors tested the hypotheses using a sample of 294 employees in South Korea. Moderated regression and bootstrapping analyses were conducted to test for direct and moderated relationships. Findings Results indicated that leader humility positively predicted follower psychological empowerment, and followers’ PDO positively moderated this relationship. Results of a three-way interaction indicated that the impact of leader humility on follower psychological empowerment was the strongest when both followers’ levels of PDO and hierarchical distance were high. Originality/value This is the first study to provide empirical evidence for the moderating effect of PDO and hierarchical distance on the relationship between leader humility and follower empowerment. The findings highlight the benefits of understanding the roles of followers’ cultural value orientation and hierarchical position in the effectiveness of leader humility.

scholarly journals The effects of power distance orientation difference between leaders and followers on attitudes and behaviors in military organizations

2017 ◽  
Vol 30 (4) ◽  
pp. 517-540
Author(s):  
YoungNam Choi ◽  
YoungWoo Sohn ◽  
EunKyoung Kang
Keyword(s):  
Power Distance ◽  
Mediating Effect ◽  
Work Behavior ◽  
Organizational Level ◽  
Future Research ◽  
Military Organizations ◽  
Power Distance Orientation ◽  
Leaders And Followers ◽  
Research Findings ◽  
The Impact

The purpose of this study was to examine the effect of (in)congruence between leaders' and followers' power distance orientation(PDO) on organizational level variables and mediating effect of leader trust and cohesion in military organizations. A total of 288 ROK Army soldiers participated in this research and data were collected through survey. Inconsistent with previous research findings from person-supervisor fit studies, the results from polynomial regressions showed that congruence between leaders' and followers' PDO did not have a significant effect on organizational level variables in military organizations. Rather, when leaders' PDO was lower than followers', leader trust and cohesion decreased, and counterproductive work behavior(CWB) increased. Moreover, a double mediation estimate technique was conducted to investigate the impact of the PDO difference between leaders and followers on organizational level variables. We found that the relationship between the PDO difference and CWB was sequentially mediated by leader trust and cohesion. Based on the results, we discussed the implications and limitations of the study, and the directions for the future research.

scholarly journals THE ROLE OF INDIVIDUAL AND CONTEXTUAL FACTORS ON THE EMERGENCE OF EMPLOYEES’ VOICE BEHAVIOR

2020 ◽  
Vol 19 (1) ◽  
pp. 35-50
Author(s):  
Muhammad Ibrahim ◽  
Andin Andiyasari ◽  
Corina D. Riantoputra
Keyword(s):  
Organizational Support ◽  
Online Survey ◽  
Perceived Organizational Support ◽  
Power Distance ◽  
Negative Relationship ◽  
Survey Method ◽  
Voice Behavior ◽  
Power Distance Orientation ◽  
Negative Effect ◽  
The Impact

The purpose of the study is to examine the impact of individual (power distance orientation) and contextual (perceived organizational support) factors on voice behavior. The study utilized online survey method using google form on 103 employees in DKI Jakarta and its surrounding areas using a measuring instrument with reliability between .77-.81. The results of moderated regression analysis found that (1) power distance orientation has a negative effect on voice behavior; (2) perceived organizational support as a moderator has imperative role in explaining the relationship between power distance orientation and voice behavior. Perceived organizational support strengthens the negative relationship between power distance orientation and voice behavior. This study explained 38% of the formation of voice behavior. High perceived organizational support became significant factor in strengthening employees with low power distance orientation to exhibit voice behavior. The study was revealed the interaction between power distance orientation, perceived organizational support, and voice behavior.

An Examination of the Link between Leader Motivating Language and Follower Interactional Justice

2021 ◽  
pp. 232948842110112
Author(s):  
Albi Alikaj ◽  
Doreen Hanke
Keyword(s):  
Structural Equation ◽  
Power Distance ◽  
Interactional Justice ◽  
Uncertainty Avoidance ◽  
Equation Modeling ◽  
Interpersonal Justice ◽  
Informational Justice ◽  
Power Distance Orientation ◽  
Motivating Language ◽  
The Relationship

The study examines the relationship between leaders’ use of motivating language and their workers’ perceived interactional justice, that is, interpersonal and informational justice. The study also examines the influence of workers’ levels of power distance and uncertainty avoidance orientations on these relationships. We test the proposed model by conducting structural equation modeling using data from a sample of 505 participants. The findings show a positive relationship between leaders’ use of motivating language and their workers’ perceived interpersonal and informational justice. Furthermore, the study confirms our hypotheses that workers’ power distance orientation negatively moderates the relationship between leaders’ use of motivating language and workers’ perceived interpersonal justice and that workers’ uncertainty avoidance orientation negatively moderates the relationship between leaders’ use of motivating language and workers’ perceived informational justice.

The impact of organizational position level and cultural flow direction on the relationship between cultural intelligence and expatriate cross-border adaptation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ying Zhang ◽  
Yuran Li ◽  
Mark Frost ◽  
Shiyu Rong ◽  
Rong Jiang ◽  
...  
Keyword(s):  
Cultural Intelligence ◽  
Flow Direction ◽  
Power Distance ◽  
Cultural Adjustment ◽  
Data Set ◽  
Content Type ◽  
Cross Border ◽  
Organizational Position ◽  
The Impact ◽  
The Relationship

PurposeThis paper aims to examine the critical role played by cultural flow in fostering successful expatriate cross-border transitions.Design/methodology/approachThe authors develop and test a model on the interplay among cultural intelligence, organizational position level, cultural flow direction and expatriate adaptation, using a data set of 387 expatriate on cross-border transitions along the Belt & Road area.FindingsThe authors find that both organizational position level and cultural flow moderate the relationship between cultural intelligence and expatriate adaptation, whereby the relationship is contingent on the interaction of organizational position status and assignment directions between high power distance and low power distance host environments.Originality/valuePrevious research has shown that higher levels of cultural intelligence are positively related to better expatriate adaptation. However, there is a lack of research on the effect of position difference and cultural flow on such relationship. Our study is among the first to examine how the interaction between cultural flow and organizational position level influences the cultural intelligence (CI) and cultural adjustment relationship in cross-cultural transitions.

What stops creative employees to implement ideas? Individual culture value orientation perspective

2017 ◽  
Vol 30 (6) ◽  
pp. 872-887 ◽  
Author(s):  
Hongli Wang
Keyword(s):  
Power Distance ◽  
Value Orientation ◽  
Value Orientations ◽  
High Tech ◽  
Content Type ◽  
Individual Culture ◽  
Two Factors ◽  
The Individual ◽  
Individual Value ◽  
The Impact

Purpose Creativity itself does not necessarily lead to idea implementation. The purpose of this paper is to deeply understand the impact of the individual culture value orientation on employees’ motivation on whether they want to push creative ideas into implementation. Design/methodology/approach In this study, drawing on socially desirable responding (SDR) theory, the author reasons that individual value on power distance and superficial harmony and that these two factors interact to influence employees transform their creativity into implementation. The author argues that prevalence of the failure where creativity cannot be transformed into implementation results from the lack of understanding for two elusive individual culture value orientations: individual superficial harmony orientations (ISHO) and individual power distance orientations (IPDO). Data from 66 middle managers and 301 members of five high-tech firms provide a considerable support for the hypothesized model. Findings The results showed that individuals were able to improve the possibility of putting their creative ideas into practice when they are both lower in IPDO and ISHO. Originality/value Such findings help the author to understand how individual cultural value orientation complements each other to generate joint impact on the relationship between their creative ideas to idea implementation.

When does benevolent leadership inhibit silence? The joint moderating roles of perceived employee agreement and cultural value orientations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaobei Li ◽  
Lu Xing
Keyword(s):  
Power Distance ◽  
Value Orientations ◽  
Cultural Value ◽  
Hierarchical Regression ◽  
Leader Behaviors ◽  
Content Type ◽  
Power Distance Orientation ◽  
Benevolent Leadership ◽  
Employee Silence ◽  
Simple Slope

PurposeThis study's purpose is to examine benevolent leadership's effect on employee silence, as moderated by perceived employee agreement on leader behaviors and cultural value orientations.Design/methodology/approachTwo-wave survey data were collected from 240 Chinese employees working in various industries. Hierarchical regression and simple slope analysis were used to test the hypotheses.FindingsBenevolent leadership was negatively related to employee silence. When perceived employee agreement on leader behaviors was high, employees with high power-distance orientation or low vertical individualism were more sensitive to benevolent leadership and engaged in less silence.Practical implicationsManagers are advised to exhibit benevolent behaviors to mitigate employees' tendency to remain silence. Organizations and managers can also design interventions to encourage employees with low power distance or high vertical individualism to speak up.Originality/valueThis study advances the understanding of the relationship between benevolent leadership and employee silence. By highlighting the moderating role of employees' perception of leader behaviors and their cultural value orientations, this study helps explain the conditions that when employees choose to keep silence or not.

Sign in / Sign up

Export Citation Format

Share Document