Perceptions Of Power Distance Research Articles

Publics' Expectation Toward Ethical Leadership and Ethical Corporate Social Responsibility (CSR): Evidence From the U.S. and South Korea

ABSTRACTDespite continuous academic attempts to investigate the relationship between public expectations of ethical leadership and corporate social responsibility (CSR) efforts, little research has demonstrated the subliminal process of the relationship. This study focuses on the publics' power distance perceptions as a key driver to lead individuals to prioritize CSR, mediated by the expectations of corporate ethical leadership. To further understand the mechanism and the way power distance perception influences public attitudes toward CSR operations, this study suggests a theoretical model illustrating the relationships among power distance perception, expectancy of ethical leadership, expectancy of ethical CSR, and willingness to support socially responsible companies. A cross‐national survey was conducted to provide empirical evidence from the United States (U.S.) and South Korea. Given that strategic approaches of CSR prioritize meeting public expectations toward corporate social roles, this study provides meaningful implications on public relations practice and CSR scholarship by demonstrating how public expectations of corporate ethical operations are shaped and how these expectations influence the public evaluation of corporate behaviors.

Ethical work climate and organizational citizenship behavior in collectivist culture: does power distance matter?

PurposeDrawing from social exchange theory and a collectivist cultural framework, this study explores the relationship between ethical work climate and organizational citizenship behavior, considering power distance as a potential moderator.Design/methodology/approachThe study used standard scales to obtain data from 244 employees working in various private companies in India. Structural equation modeling was adopted to test the hypotheses using Analysis of Moment Structures (AMOS).FindingsThe study results show a significant relationship between ethical climate and organizational citizenship behavior. Ethical work climate influences power distance negatively. However, the results also show that power distance does not serve as a moderator between ethical work climate and organizational citizenship behavior.Practical implicationsCorporate leaders often expect employees to demonstrate organizational citizenship behavior, which is aimed at advancing the organization’s interests and outcomes. This study underscores the necessity for expanding the organizational vision to enhance the ethical work climate. Such an initiative not only promotes improved organizational citizenship behavior but also helps to reduce employees' perceptions of power distance within the organization.Originality/valueAmid extensive literature rooted in individualistic cultures, our study explores the relationship between ethical work climate and organizational citizenship behavior within a collectivist context. This research uniquely introduces the moderating role of power distance, offering new and distinct insights into this dynamic.

Directive vs. Commissive Illocutionary Acts?

Governments sometimes release information implicitly, and citizens have to understand their illocutionary acts. The present study examines when and how illocutionary acts encourage citizens to disseminate government information. Based on the Speech Act Theory, Study 1 demonstrates that commissive illocutionary acts make citizens in a low-power distance culture more likely to disseminate information. In contrast, directive illocutionary acts make citizens in a high-power distance culture more likely to disseminate information. Study 2 confirms the underlying mechanism of perceived social exchange relationship by looking at the interaction effects between illocutionary acts and power distance perception in a single cultural setting. By crawling 10,000 government microblogs, Study 3 provides objective evidence for the interaction between illocutionary acts and power distance perception on citizens dissemination behavior of information. Finally, we discuss theoretical implications for government information dissemination, managerial implications, and future research directions.

Leadership dynamics in nursing: a comparative study of paternalistic approaches in China and Pakistan

PurposeThis study aims to examine the impact of nurses’ paternalistic leadership style on performance, in the presence of underlying mechanisms, i.e. self-efficacy as a mediator in the high-power distance societies, namely, China and Pakistan, based on social exchange theory. Both healthcare sectors have seen several behavioral advancements in recent years. To improve things, even more, behavioral elements such as the influence of leadership styles, personality traits and so on have become more important. However, leadership styles, particularly paternalistic leadership, have received little attention in this field and need to be highlighted along with the mediating and moderating effects.Design/methodology/approachData were collected from public and private sector hospitals in China and Pakistan using a 6-week time lag technique. Firstly, 356 Chinese and 411 Pakistani nurses were surveyed about their perceptions of power distance, self-efficacy and paternalistic leadership. Their managers were called six weeks later for a dyadic response to provide feedback on nurses’ performance. For confirmatory factor analysis, AMOS 22 and for regression analysis, SPSS 22 was used.FindingsAccording to the study's findings, nurses in both countries perform well when led by a paternalistic leader. Furthermore, self-efficacy explains the relationship between paternalistic leaders and nurses’ performance. The moderated-mediation result also supported the importance of power distance.Originality/valueThis study highlights the kind of nursing leadership which is beneficial in high-power-distance societies and leads to better performance. According to this research, paternalistic leadership improves nurses’ performance in both China and Pakistan. As a result, this study will be useful in high-power-distance societies, where hospital administrators can ensure that paternalism is implemented in leadership, thereby improving nurse performance.

EXAMINATION EMPLOYEES’ PERCEPTIONS OF ORGANIZATIONAL POWER DISTANCE BASED ON DEMOGRAPHIC FACTORS: AN EMPIRICAL RESEARCH IN TRABZON PROVINCE

The aims of this research are to determine the organizational power distance levels of the employees, to reveal the differences in the organizational power distance perceptions of the employees according to various demographic variables, and to determine the relationship between the sub-dimensions of organizational power distance. In this context, the “Organizational Power Distance” scale was used to obtain data from 397 white-collar employees working in the communication, banking, insurance, and food sectors in Trabzon province and its districts. The obtained data was analyzed using the SPSS 26.0 statistical package program. When the findings were evaluated, it was determined that while the employees perceived the sub-dimensions of accepting and consenting of power at a moderate level, they experienced a low level of instrumental use of power and a very low level of power legitimation in organizations. Based on the research findings, it was observed that the perception of organizational power distance and its sub-dimensions showed significant differences according to the age variable. In addition, it was concluded that the level of instrumental use of power, which is one of the sub-dimensions of organizational power distance perception, shows significant differences in the communication and food sectors. According to the results of the correlation analysis, it has been determined that there are moderate and high-level, significant and positive relationships between organizational power distance and its sub-dimensions.

The Leadership Style of Managers and the Effect of Power Distance Perception on Job Insecurity in Bank Employees: A Research on the Mediating Effect of the Locus of Control

In this study, it has been investigated whether the perception of job insecurity is affected by the leadership behaviors of the managers to which the employees are connected to the organization, and whether this effect is altered through the locus of control. It was also a matter of curiosity whether leadership styles would be affected by the employee’s perception of power distance. The study includes public and private bank employees living in Antalya, Burdur and Isparta provinces. For this purpose, the data obtained by a survey method from 383 bankers were quantitatively analyzed. Analyses completed with IBM SPSS 23 and AMOS 17. Factor analysis, structural equation modeling were used as methods. As a result of the study, it has been observed that employees’ perception of job insecurity is directly affected by their leadership style and perception of power distance, but the focus of control does not play an mediator role in these relationships.

The Relationship between Ethical Leadership and Followers' Voice: A Moderated-Mediated Model

Past research studies have proven the relationship between ethical leadership and several constructive follower outcomes particularly their voice behavior (i.e., an extra role behavior and contextual performance). Further, follower relational identification to leader has been shown to mediate the relationship between ethical leadership and follower's voice. This study has incorporated a different and research-wise crucial kind of relevant contextual process, follower power distance orientation, and examine its moderating effect on the relationship between ethical leadership and follower voice outcome. We bring follower power distance orientation to the literature of behavioral ethics and explore its role as a moderator. Using a Pakistani sample of 397 followers working under the administrative control of 35 supervisors, and conform that ethical leadership indirectly influences follower constructive discretionary feedback i.e., voice (via the mediating mechanism of follower’s relational identification to leader). Further, we found that the direct relationship between ethical leadership and follower's voice strengthens by follower’s power distance perception. The direct relationship between ethical leadership and follower's voice is stronger for those followers possessing high power distance cultural beliefs and weaker for those possessing low power distance cultural beliefs. Thus, when follower power distance belief is higher, ethical leadership employ stronger influence on their discretionary constructive feedback i.e., positive voice. Keywords: Ethical Leadership, Voice Behavior, Relational Identification, Power Distance Orientation, Pakistan.

Güç Mesafesi ve Örgütsel Adaletin Politik Davranışlar Üzerindeki Etkisi1 (The Effect of Power Distance and Organizational Justice on Political Behaviors)

Purpose – The purpose of this study is to examine the relationships between employees’ perceptions of power distance and organizational justice and political behavior and determine whether political behaviors decrease with decreasing power distance and organizational justice has a significant and negative effect on political behaviors. Design/methodology/approach – In the research, questionnaire technique was utilized for gathering the data and Power Distance Scale of Dorfman ve Howell (1988), Organizational Justice Scale of Niehoff ve Moorman (1993) and Political Behavior Scale of Islamoglu ve Boru (2007) were used. Gathered data were evaluated by the help of statistical analyses and correlation analysis and regression analysis were performed to test the hypotheses of the research. Findings – As a result of the findings, it has been determined that reducing the power distance perception, political behavior and acting concessive, acting hypocritical, trying to ingratiate oneself, making coalition and acting for self-interest as subdimensions of political behavior will be reduce. It has also been found that employees’ perceptions of organizational justice have a significant and negative effect on acting for self-interest as subdimensions of political behavior, and there isn’t found the similar effect on acting concessive, acting hypocritical, trying to ingratiate oneself and making coalition as subdimensions of political behavior. Discussion – Political behavior in organizations is an expected situation. However, it is important for organizations to manage political behavior without causing devastating consequences. In this process, the findings of power distance and organizational justice examined in the research can be taken into consideration in the management process of political behaviors.

The Relationship between Employee Advocacy and Psychological Well-Being: Mediating Effect of Perceived Insider Status and Moderating Effect of Power Distance

The purpose of this study is to examine the relationships between employee advocacy and psychological well-being (PWB), and to test the mediating effect of perceived insider status (PIS), and moderating effect of power distance on that relationship within the framework of social exchange theory. Data were collected using a questionnaire survey method from 293 full-time employees working in an organization operating in the aviation industry in Turkey. The data obtained were analyzed according to the moderated mediation (alternatively known as condational indirect effect) framework improved by Preacher et al. (2007). Research findings are demonstrated that the relationship between employee advocacy and PWB is more complex than was prior researchers’ findings. As a result of analyzes, it was determined that PIS has a partial mediation effect on the relationship between employee advocacy and PWB. Also the results supported the moderated mediation and showed that the positive indirect effect of employee advocacy on PWB through PIS was stronger for employees with low power distance perception. The theoretical and practical implications of findings are discussed.

Employee Deviance as By-product of Psychological Contract: The Moderating Effects of Power Distance among Employees in Insurance Companies in Nigeria

Employees have expectations from their organizations; whether they are written, contractual, or not, these expectations have an equally employee outcome such as employee deviance. Indices indicate that employee deviance is on the increase especially in the organized private sector; thus, this study evaluated employee deviance as by-product of psychological contract and power distance among a sample of employees (289) from insurance organizations in Nigeria with an average age of 34.50 years and standard deviation of 3.50. The study sought to ascertain the relationship between psychological contract and employee deviance and whether perceptions of power distance moderated this relationship. Psychological contract inventory (PCI), Power distance scale adapted from CVSCALE Five-dimensional scale of individual cultural values and Workplace deviant behaviour scale were utilized for data collection. The result of data analysis indicated that the adjusted R2 for step 1 is .24 at F(42.06) p < .01. In the second model, the adjusted R2 is .26 and R change is .002. This R change was significant at F (33.76), df = 285 p < .01. The Beta coefficient for model 2 shows that psychological contract significantly and negatively predicted employee deviant behaviours at Beta value, thus, the first hypothesis was confirmed at β = -.68, p < .01. Similarly, power distance significantly and positively predicted employee deviant behaviour at β coefficient value of .34, p < .01, thus, the second hypothesis was also confirmed. Also, the third hypothesis where power distance moderated the relationship between psychological contract and employee deviant behaviour was confirmed at β =.27, p < .01. The study concludes that organizations whose interests do not account for the expectations of their employees are at risk of higher levels of employees’ deviance either as byproduct of psychological contract violations or as a retaliatory behaviour.

Inter-relationship between abusive supervision, distributive justice, intention to leave and workplace deviance: An affective process view

Aim: The aim of the study is to develop a theoretical model to depict the relationship between abusive supervision, distributive justice, intention to leave and workplace deviance and the affective processes involved in them. Methodology: A literature review of the relevant variables was done. Results: The literature review indicated that though strong interrelationships exist both between the variables being studied and the affective processes involved but as yet no theoretical model exists. Conclusion: The study was successful in creating a theoretical model to show the inter relation between abusive supervision, distributive justice, intention to leave and workplace deviance and the role of subordinate’s negative reciprocity belief, power distance perception and feeling of loss of control over circumstances. Keywords: Abusive supervision, Distributive justice, Intention to leave, Workplace deviance, Negative reciprocity, Power distance, Reactance.

The distinct influence of power distance perception and power distance values on customer satisfaction in response to loyalty programs

In today's fiercely competitive environment, firms are increasingly relying on loyalty programs to influence customers' repeat purchase behavior. However, little is known about how customers' cultural values shape their satisfaction in response to loyalty programs. Such knowledge is important because it allows marketers to identify cultural segments that may be more or less likely to respond favorably to loyalty programs, and hence increase the effectiveness of such programs. In the current research, we propose that power distance perception — defined as the extent to which people observe power disparities in society — positively influences satisfaction of customers who hold loyalty status, but negatively influences satisfaction of customers who do not hold loyalty status with a firm. In contrast, power distance values — defined as the extent to which people endorse power disparities in society — negatively influences satisfaction of customers who hold loyalty status, but positively influences satisfaction of customers who do not hold loyalty status with a firm. A quasi-field study and several lab experiments support these propositions, shed light on the underlying mechanisms, and rule out alternative explanations. Our findings also uncover several distinct tools that marketers could use to influence non-loyalty status and loyalty status customers' satisfaction with businesses.

Organisational commitment as a moderating role in the relationship between power distance perception and outcome variables

BackgroundHealthcare organisations have mainly emphasised on significant role of human resources in improving organisational performance and obtaining competitive advantage. This study aimed to investigate the relationship between perception of justice...

The Impact of Individual-level Cultural Perceptions on Entrepreneurial Behavior

Entrepreneurial intention scholars have increasingly been investigating the link between entrepreneurial intentions and behaviour. While a solid empirical link has been confirmed, there is still a lack of in-depth theorizing about the underlying conceptual mechanisms. We address this gap by arguing that individual-level perceptions of cultural practices moderate the relationship between entrepreneurial intentions and behaviour. Investigating a longitudinal sample of 1’511 individuals from 13 countries reveals negative moderation effects of perceptions of power distance and collectivism in society and thus confirms our theorizing. This study provides valuable contributions to literatures of entrepreneurship and international business.

Power distance in online learning: Experience of Chinese learners in U.S. higher education

<p>The purpose of this research study was to explore the influence of Confucian-heritage culture on Chinese learners’ online learning and engagement in online discussion in U.S. higher education. More specifically, this research studied Chinese learners’ perceptions of power distance and its impact on their interactions with instructors and peers in an online setting. This study was conducted at a research university in the southwestern U.S. Twelve undergraduate students from the Confucian-heritage culture, including mainland China, Taiwan, and Hong Kong, participated in the study. This study provided evidence that the online setting benefited these Chinese learners’ engagement in class discussion, but it may increase the level of anxiety in their participation. Learning, perceived by the Chinese learners, was more instructor-centered. Instructors were viewed as authorities, major sources of knowledge, and possessed high power to students. As a result, when encountering difficulties in learning, the Chinese learners were intimidated to interact with their instructors. Instead, they tended to seek help from peers, particularly those who shared similar cultural and linguistic backgrounds.</p>

Attitudes toward women managers

PurposeThe purpose of this paper is to determine how men's perceptions of power distance (PD) and levels of social dominance orientation (SDO) interact to influence perceptions of women as managers in egalitarian and non‐egalitarian countries.Design/methodology/approachA team of multinational researchers distributed questionnaires composed of previously validated scales measuring SDO, PD and Attitude toward Women as Managers to US and Kuwaiti men in college. The study hypotheses were tested using hierarchical regression.FindingsIt was discovered that high levels of SDO in college men was negatively related to a favorable attitude toward women as managers in both the US and Kuwait. It was also found that perceptions of PD moderated the relationship between SDO and attitudes toward women as managers in Kuwait, but not in the USA. In addition, the interaction between PD and SDO was weaker in cultures that are more egalitarian as compared to those considered to be non‐egalitarian. The findings also suggested within‐group variance in terms of PD (i.e. Kuwait).Originality/valueTo the authors' knowledge, they are the first to empirically support the idea that PD interacts with SDO in influencing attitudes toward women managers in a comparison of countries with different levels of gender egalitarianism.

A Cross-Cultural Study of the Influence of Country of Origin, Justice, Power Distance, and Gender on Ethical Decision Making

ABSTRACTThis study examines the impact of national culture on ethical decision making. We theorize and test a mediation model where country of origin influences perceptions of justice and power distance, which in turn influence behavioral intentions in regard to ethical dilemmas.Our sample includes accounting students from four countries: China, Japan, Mexico, and the U.S. We find that country of origin, justice perceptions, power distance perception, and gender are all related to ethical decision making. We investigate these relationships with two different ethical scenarios, and find that these relationships differ between the two contexts. Additionally, power distance and justice partially mediate the relationship between country of origin and ethical decision making. We find that gender is significantly related to ethical decision making in one of the two scenarios, and explore gender differences in all of the measured constructs across countries.Finally, we contrast the various measures of justice, power distance, and agreement with behavioral intentions in the two ethical scenarios between countries. We find that the two eastern countries (China and Japan) and the two western countries (U.S. and Mexico) demonstrate expected East-West patterns in power distance. However, this East-versus-West pattern is not supported when considering between-country differences in justice, agreement with the layoff decision, and agreement with whistleblowing.

Power distance in Singapore construction organizations: implications for project managers

This study attempts to isolate the key factors that affect power distance perceptions by middle-level construction employees in Singapore. Knowledge of power distance enables project managers to manage projects more effectively. It is hypothesized that such perceptions are based on a large number of constructs, and factor analysis was used to extract key factors from a questionnaire survey of 104 employees using quota sampling. It was found that perceptions of power distance were largely influenced by organization climate and employees’ value systems. Given the relative stability of value systems, the clear implication is that attempts to change perceptions of power distance should concentrate on changing organization climate, particularly towards employee-centred project management and flatter hierarchies.