Abstract
Based on implicit leadership theory, we examine the congruence effect of leader–follower power distance orientation (PDO) on follower trust in supervisor and work engagement, which in turn influences employees’ task performance. Results of polynomial regressions on 526 dyads supported the congruence effect hypothesis. The results show that (1) the congruence of leader–follower PDO leads to better performance; (2) under the condition of congruence, subordinate task performance is higher when leader–follower PDO matching in low–low ratings congruence than it is in high–high ratings congruence; (3) under the condition of asymmetrical incongruence, the follower had higher task performance when a leader’s PDO is lower than a follower’s PDO; (4) trust in supervisor and the work engagement mediate the effect of congruence of leader–follower PDO on employees’ task performance; (5) trust in supervisor also mediates the effect of congruence of leader–follower PDO on employees’ work engagement.
Highlights
Power distance reflects the acceptance of the unequal distribution of power in a society, and individuals often show different power distance orientation (PDO)
Combined with the positive correlation between work engagement and task performance, we argue that work engagement plays a mediating role between leader–follower PDO congruence and employee task performance
The influence of leader–follower power distanceorientation congruence on subordinate task performance is examined in this study from the individual level based on implicit leadership theory and 526 matching data from supervisors and subordinates
Summary
Power distance reflects the acceptance of the unequal distribution of power in a society, and individuals often show different power distance orientation (PDO). Millennials with a high sense of individual power enter the workplace. All these make the difference between the leader and the subordinate in the power distribution and the status cognition of the Leader and the subordinate in organization show the characteristics of different times. From the existing studies, previous studies have made many breakthroughs and laid a good foundation for the study of power distance in the organizational context, there are still the following limitations: First, the effect of power distance has covered the country, the organization, team and individual four aspects, only at the national level research thorough. The influence of the organization, team and individual level is limited, especially the relationship between the individual
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