Why and when does supervisor-directed citizenship behavior lead to abusive supervision : the role of sense of power and power distance orientation

2017 ◽  
Author(s):  
Jie Li
Keyword(s):  
Power Distance ◽  
Abusive Supervision ◽  
Citizenship Behavior ◽  
Power Distance Orientation ◽  
Sense Of Power

Power Distance Orientation Dilutes the Effect of Abusive Supervision on Workplace Deviance

2017 ◽  
Vol 42 (4) ◽  
pp. 293-305 ◽  
Author(s):  
Imran Hussain ◽  
Surendra Kumar Sia
Keyword(s):  
Negative Impact ◽  
Power Distance ◽  
Abusive Supervision ◽  
Workplace Deviance ◽  
Positive Contribution ◽  
Deviant Behaviour ◽  
Organizational Deviance ◽  
Power Distance Orientation ◽  
Software Companies ◽  
And Performance

Deviant behaviour in workplace has become an issue of concern in today’s corporate world. As a result of hard costs, the negative impact of deviant behaviour leaves a devastating effect on overall productivity and performance of the organization. We assumed that abusive supervision will be positively related to employee’s interpersonal and organizational deviance. Moreover, we also hypothesized that this relationship of abusive supervision with both interpersonal and organizational deviance will be moderated by power distance. We verified the formulated hypotheses using data collected from 256 mid-level managerial employees working in IT and software companies based in Delhi (India). Data analysis was done through confirmatory factor analysis (CFA) and moderated regression analysis. Results reveal significant and positive contribution of abusive supervision towards employee’s workplace deviance. Power distance orientation significantly moderates the relationship between abusive supervision and employee’s interpersonal and organizational deviance. The implications for the result obtained are discussed.

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.

Visionary leadership effectiveness: Moderating roles of power distance and middle-way thinking

2020 ◽  
Vol 48 (12) ◽  
pp. 1-12
Author(s):  
Yuan Jing Luo ◽  
Yan Ping Li ◽  
Jin Nam Choi ◽  
Jing Du
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Power Distance ◽  
Visionary Leadership ◽  
Leader Effectiveness ◽  
Citizenship Behavior ◽  
Chinese Values ◽  
Power Distance Orientation ◽  
Middle Way

In existing studies on leader effectiveness, scholars have focused on the significance of the power distance orientation of followers for transformational leadership. In this study we identified middle-way thinking as a critical contingency for the effectiveness of leaders in China that reflects idiosyncratic Chinese values. Participants were 304 Chinese employees and their supervisors. Multilevel modeling revealed that middle-way thinking of followers accentuated the positive effect of visionary leadership, the core component of transformational leadership, on the organizational citizenship behavior of followers. The results also indicate that the power distance orientation of followers had a relatively limited moderating effect on the relationship between organizational citizenship behavior and visionary leadership. In the context of Chinese organizations, our findings provide insight into the emic middle-way thinking of followers as a meaningful contingency that affects the effectiveness of leadership.

Leaders' trait signaling effect on followers' psychological contract dynamics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Erum Ishaq ◽  
Usman Raja ◽  
Dave Bouckenooghe ◽  
Sajid Bashir
Keyword(s):  
Psychological Contract ◽  
Power Distance ◽  
Psychological Contracts ◽  
Multiple Sources ◽  
Contract Breach ◽  
Content Type ◽  
Power Distance Orientation ◽  
Path Analyses ◽  
Contract Type

PurposeUsing signaling theory and the literature on psychological contracts, the authors investigate how leaders' personalities shape their followers' perceptions of the type of psychological contract formed. They also suggest that leaders' personalities impact their followers' perceived contract breach. Furthermore, the authors propose that power distance orientation in organizations acts as an important boundary condition that enhances or exacerbates the relationships between personality and contract type and personality and perceived breach.Design/methodology/approachData were collected through multiple sources in Pakistan from 456 employees employed in 102 bank branches. Multilevel moderated path analyses provided reasonably good support for our hypotheses.FindingsThe leaders' personalities impacted the relational contracts of their followers in the cases of extraversion and agreeableness, whereas neuroticism had a significant relationship with the followers' formation of transactional contracts. Similarly, agreeableness, neuroticism and conscientiousness had significant relationships with perceived breach. Finally, the power distance of the followers aggregated at a group level moderated the personality-contract type and personality-perceived breach relationships.Research limitations/implicationsThis research advances understanding of psychological contracts in organizations. More specifically, it shows that the personality of leader would have profound impact on the type of contract their employees form and the likelihood that would perceive the breach of contract.Originality/valueThis research extends existing personality-psychological contract literature by examining the role of leaders' personalities in signaling to employees the type of contract that is formed and the perception of its breach. The role of power distance organizational culture as a signaling environment is also considered.

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