2013/11/01 by Sheng-min Liu, Liao Jian-qiao · 38 citations
Business, Management and Accounting · Psychology · Mathematics · #Organizational Learning and Leadership #Transformational leadership #Moderation #Psychology #Social psychology #Multilevel model #Power (physics) #Statistics #Mathematics
paper · doi:10.2224/sbp.2013.41.10.1747
published in Social Behavior and Personality An International Journal 41(10), 1747-1756 (Scientific Journal Publishers Limited)
openalex publication_date 2013/11/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/06/26
We explored the mechanism of the effects of transformational leadership on employees' speaking up (voice), especially probing the moderating effects of power distance and structural distance. We used a questionnaire to conduct an investigation with dyads of leaders (113 senior engineers and 51 project managers) and their subordinates (495 engineers). The results from hierarchical regression modeling indicated that, in the relationship between transformational leadership and employees' speaking up, structural distance was a positive moderator but power distance was a negative and stronger moderator than structural distance. Implications of these results for theory and management practice are discussed.