Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination

By Bradley L Kirkman, Gilad Chen, Jiing-Lih Farh, Z. Chen, Kevin B. Lowe. 2009

1,097 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/ccb959fdf95f1e6adba9ecc4079dd576244237ff

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle (2020, background): “Such values and beliefs about the equality of power distributions render power distance orientation a salient cultural value dimension for leadership research (Gelfand, Erez, & Aycan, 2007; Kirkman et al., 2009).”
Authoritarian leadership and employee silence in China (2017, background): “On the other hand, a high PDO can mitigate the typically negative effects of uncivil, unfair, and unsupportive leader behaviours (Lee, Pillutla, & Law, 2000; Brockner, et al., 2001; Kirkman et al., 2009) because these behaviours are not seen as violating relational bonds (see Tyler et al., 2000).”
Getting Everyone on Board (2015, background): “First, we collected data from China, which has a unique culture that is quite different from the cultures of Western countries.”
Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry (2014, background): “…although the general tenets of ethical leadership may be universal, consistent with other types of leadership such as transformational leadership (Kirkman et al. 2009; Walumbwa, Lawler, and Avolio 2007), specific aspects of ethical leadership may be emphasized differently across cultures (Resick…”
CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context (2015, methodology): “(1990) transformational leadership (12 items) and transactional leadership (5 items) scales, which had been used in a number of previous research studies (e.g., Hill et al., 2012; Kirkman et al., 2009).”