Study on the Influence of Power Distance on Leadership Behavior

Zheng, W.B.; Wang, Wenjing; Du, Meng; Zang, Yi-xuan

doi:10.12783/dtssehs/emass2018/20402

Cited by 2 publications

(3 citation statements)

References 6 publications

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“…Cultures with high power distance, where high inequality of power distribution among individuals in societies dominates, associate leadership position with greater influence and success. The owner of power is seen as privileged (Zheng et al, 2018). Moreover, it is stated that when power distance decreases in cultural tradition, the leadership behavior should be changed to fit employees' beliefs about the effective leader (Zheng et al, 2018).…”

Section: Power Distance Among Different Cultures and Value Of Leaders...mentioning

confidence: 99%

“…The owner of power is seen as privileged (Zheng et al, 2018). Moreover, it is stated that when power distance decreases in cultural tradition, the leadership behavior should be changed to fit employees' beliefs about the effective leader (Zheng et al, 2018). Regarding Pasa (2000), western leadership influence tactics are not frequently used in a culture with high power distance.…”

Section: Power Distance Among Different Cultures and Value Of Leaders...mentioning

confidence: 99%

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Is Leadership Position Related to More Social Inclusion, Happiness, and Satisfaction With Life? The Importance of Power Distance Index

Stelmokienė,

Jarašiūnaitė-Fedosejeva

2023

Business: Theory and Practice

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A leadership position is associated with influence, success, and power, especially in cultures with high power distance (Zheng et al., 2018). Yet, we still know little about leaders’ wellbeing in different cultures. Therefore, the purpose of this paper is to investigate if a leadership position is related to more happiness, satisfaction with life and social inclusion.Additionally, it is presumed that this relationship could differ in countries with different power distance scores. European Social Survey (ESS) data from Round 9, edition 2.0 was employed to test research propositions. 23 079 currently working respondents’ data whose main activity was paid work (7130 of them having leadership positions) were analysed. The study results showed that leaders were more satisfied with life, happier, and more socially included than people who did not have a leadership position in their workplace. The power distance index acted as a moderator only in the model of happiness prediction. However, this country related variable had a significant direct negative effect on predicting peoples’ happiness and satisfaction with life, and direct positive effect on social inclusion. Regarding results, a shared leadership perspective could be proposed to have more satisfied with life, happy and socially active members in the organization.

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Section: Power Distance Among Different Cultures and Value Of Leaders...mentioning

confidence: 99%

Section: Power Distance Among Different Cultures and Value Of Leaders...mentioning

confidence: 99%

Is Leadership Position Related to More Social Inclusion, Happiness, and Satisfaction With Life? The Importance of Power Distance Index

Stelmokienė,

Jarašiūnaitė-Fedosejeva

2023

Business: Theory and Practice

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“…In addition, the study of employee loyalty behavior in the Chinese context cannot ignore the cultural value orientation of the employee ( Farh et al, 2007 ; Zheng et al, 2018 ). As a typical country with high power distance, China implements a strict subordinate relationship between superiors and subordinates, and regards obedience and loyalty to superiors as the obligations of subordinates ( Kirkman et al, 2009 ; Lee and Lee, 2018 ).…”

Section: Introductionmentioning

confidence: 99%

“Loyalty to organizations” or “loyalty to supervisors”? Research on differential leadership and employee loyalty behavior: A perspective of insiders and outsiders

Zhang

Jiang

2022

Front. Psychol.

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Loyalty has always been a hot topic in the field of organizational behavior, which is of great significance to the operation and management of organizations. Extant studies have found that leadership can have a great impact on loyalty. Differential leadership is a common and unique leadership style in Chinese organizations, but the research between differential leadership and loyalty is still lacking. Based on social exchange theory and social learning theory. This study discusses the relationship between differential leadership and loyalty. By using hierarchical regression analysis and bootstrap method. The results show that differential leadership has a positive effect on employees’ organizational loyalty and supervisory loyalty, and the degree of “loyalty to organizations” is generally lower than “loyalty to supervisors”; under differential leadership style, the supervisory loyalty from insiders is much higher than that from outsiders, but the influence and difference of the two groups (insider and outsider) do not have a significant effect on organizational loyalty. The supervisor developmental feedback mediates the relationship between differential leadership and organizational & supervisory loyalty; power distance positively moderates the relationship between supervisor developmental feedback and organizational & supervisory loyalty, and the higher the perceived power distance of employees, the stronger the indirect effect of developmental feedback from supervisors. This study not only enriches the theory of differential leadership but also provides empirical support for understanding the differences in cognitive behavior between insiders and outsiders.

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Study on the Influence of Power Distance on Leadership Behavior

Cited by 2 publications

References 6 publications

Is Leadership Position Related to More Social Inclusion, Happiness, and Satisfaction With Life? The Importance of Power Distance Index

Is Leadership Position Related to More Social Inclusion, Happiness, and Satisfaction With Life? The Importance of Power Distance Index

“Loyalty to organizations” or “loyalty to supervisors”? Research on differential leadership and employee loyalty behavior: A perspective of insiders and outsiders

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