Leadership Behavior as a Health-Promoting Resource for Workers in Low-Skilled Jobs and the Moderating Role of Power Distance Orientation

2014 ◽  
Vol 28 (1-2) ◽  
pp. 96-116 ◽  
Author(s):  
E. Winkler ◽  
C. Busch ◽  
J. Clasen ◽  
J. Vowinkel
Keyword(s):  
Leadership Behavior ◽  
Power Distance ◽  
Power Distance Orientation ◽  
Health Promoting ◽  
Moderating Role

scholarly journals Service employee burnout and engagement: the moderating role of power distance orientation

2015 ◽  
Vol 44 (6) ◽  
pp. 726-745 ◽  
Author(s):  
Seigyoung Auh ◽  
Bulent Menguc ◽  
Stavroula Spyropoulou ◽  
Fatima Wang
Keyword(s):  
Power Distance ◽  
Service Employee ◽  
Power Distance Orientation ◽  
Employee Burnout ◽  
Moderating Role

scholarly journals Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation

2020 ◽  
Vol 9 (3) ◽  
pp. 25
Author(s):  
Hung-Yi Liao ◽  
Kang-Hwa Shaw
Keyword(s):  
Authentic Leadership ◽  
Power Distance ◽  
Employee Voice ◽  
Future Directions ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Managerial Implications ◽  
The Relationship ◽  
Moderating Role

Based on social learning theory, this paper investigated the relationship between authentic leadership and employee voice as well as the mediating role of felt obligations for change, and the moderating role of power distance orientation. Using a questionnaire survey, we collected employee data in China, and obtained 183 usable responses to test our hypotheses. The results show that authentic leadership is positively related to employee voice, authentic leadership positively influences felt obligations for change, and felt obligations for change mediates the relationship between authentic leadership and employee voice. Further, power distance orientation moderates the influence of authentic leadership on felt obligations for change. Theoretical implications, managerial implications, and future directions are discussed.

How does ethical leadership influence employees' whistleblowing intention? Evidence from China

2016 ◽  
Vol 44 (8) ◽  
pp. 1255-1266 ◽  
Author(s):  
Peng Wen ◽  
Cheng Chen
Keyword(s):  
Ethical Leadership ◽  
Moral Identity ◽  
Power Distance ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Leadership Influence ◽  
The Relationship ◽  
Moderating Role ◽  
Whistleblowing Intention

We investigated the relationship between ethical leadership and employees' whistleblowing intention, along with the mediating role of moral identity and the moderating role of power distance orientation. We conducted a 2-wave survey with 172 participant managers in China. Results indicated that ethical leadership was positively related to employees' whistleblowing intention and this relationship was mediated by moral identity. Moreover, employee power distance orientation positively moderated the relationship between ethical leadership and moral identity, such that the relationship was stronger for high power distance orientation employees than for those with a low power distance orientation. Theoretical contributions and practical implications are discussed.

scholarly journals Merangkul karyawan berorientasi power distance tinggi untuk menampilkan voice behavior: Peranan managerial openness

2021 ◽  
Vol 19 (1) ◽  
pp. 39-48
Author(s):  
Puji Gufron Rhodes ◽  
Andin Andiyasari ◽  
Corina D. Riantoputra
Keyword(s):  
Online Survey ◽  
Power Distance ◽  
Exchange Theory ◽  
Voice Behavior ◽  
Negative Relation ◽  
Power Distance Orientation ◽  
Managerial Openness ◽  
Moderating Role ◽  
Significant Moderator

This study aims to investigate the moderating role of managerial openness in the relationbetween power distance orientation and voice behavior. We have successfully collected the datathrough online survey with a total of 102 employees in the Organization XYZ Jakarta. Ouranalysis revealed that power distance orientation is negatively related to voice behavior.However, managerial openness weakened the negative relation between power distanceorientation and voice behavior. Thus, managerial openness was a significant moderator of therelationship between power distance orientation and voice behavior. This result supports thesocial exchange theory which assumed that a person’s relationship with other people isdeveloped and evaluated based on the consequences of their behaviors and the efforts exertedin maintaining the relationships. This study contributes to the understanding of the relationshipbetween power distance orientation and managerial openness in constructing voice behavior.

How and when spiritual leadership enhances employee innovative behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ying Zhang ◽  
Fu Yang
Keyword(s):  
Power Distance ◽  
Spiritual Leadership ◽  
Autonomous Motivation ◽  
Self Determination Theory ◽  
Self Determination ◽  
Innovative Behavior ◽  
Content Type ◽  
Power Distance Orientation ◽  
Moderating Role

PurposeThe purpose of this research is to examine the relationship between spiritual leadership and employee innovative behavior by testing the mediating role of autonomous motivation and the moderating role of employee power distance orientation.Design/methodology/approachThe author predicted an indirect relationship between spiritual leadership and employee innovative behavior via autonomous motivation. Also, the author predicted the positive effect of spiritual leadership on employee innovative behavior will be stronger when employee power distance orientation is high. Hypotheses are tested with data gathered from 174 participants.FindingsResults showed that spiritual leadership was positively related to employee innovative behavior via autonomous motivation. And, the positive relationship between spiritual leadership and autonomous motivation was stronger when employee power distance orientation was high. Furthermore, the indirect effect of autonomous motivation was stronger when employee power distance orientation was high.Research limitations/implicationsThis study provides a new theoretical perspective – self-determination theory – to test how and when spiritual leadership enhances employee innovative behavior by suggesting autonomous motivation as a mediator and employee power distance orientation as a boundary condition.Practical implicationsThe results of this research provide suggestions for leaders to adopt spiritual leadership as well as enhance interactions between them and employees to increase employee innovative behavior.Originality/valueThis study highlights the moderating role of employee power distance orientation and uses self-determination theory to examine how and when spiritual leadership plays a positive role.

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