2009/08/01 by Bradley L. Kirkman, Gilad Chen, Jiing‐Lih Farh +2 · 1,078 citations
Business, Management and Accounting · Psychology · Mathematics · #Job Satisfaction and Organizational Behavior #Cultural Differences and Values #Emotional Intelligence and Performance #Transformational leadership #Psychology #Cross-cultural #Power (physics) #Social psychology #Orientation (vector space) #Hofstede's cultural dimensions theory #Organizational behavior #Cross-cultural leadership #Sociology #Servant leadership #Mathematics #Geometry
paper · doi:10.5465/amj.2009.43669971
published in Academy of Management Journal 52(4), 744-764 (Academy of Management)
openalex publication_date 2009/08/01 · openalex created_date 2016/06/24 · openalex updated_date 2026/07/27
Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of transformational leadership were positively related to follower's procedural justice perceptions. Power distance orientation also moderated the cross-level relationship that transformational leadership had with procedural justice; the relationship was more positive when power distance orientation was lower, rather than higher. Procedural justice, in turn, linked the unique and interactive relationships of transformational leadership and power distance orientation with followers' organizational citizenship behavior. Country differences did not significantly affect these relationships.