Abstract
In existing studies on leader effectiveness, scholars have focused on the significance of the power distance orientation of followers for transformational leadership. In this study we identified middle-way thinking as a critical contingency for the effectiveness of leaders in China that reflects idiosyncratic Chinese values. Participants were 304 Chinese employees and their supervisors. Multilevel modeling revealed that middle-way thinking of followers accentuated the positive effect of visionary leadership, the core component of transformational leadership, on the organizational citizenship behavior of followers. The results also indicate that the power distance orientation of followers had a relatively limited moderating effect on the relationship between organizational citizenship behavior and visionary leadership. In the context of Chinese organizations, our findings provide insight into the emic middle-way thinking of followers as a meaningful contingency that affects the effectiveness of leadership.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Social Behavior and Personality: an international journal
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
