Procedural Justice Climate and Group Power Distance Orientation: A Case of Cross-Level Effects.

Leader emotional intelligence and subordinate job satisfaction: A meta-analysis of main, mediator, and moderator effects

“…Individuals in high power distance cultures are willing to be obedient to their leaders and accept their policies without question; as such, subordinates will be less sensitive to how they are treated by their leaders (Kirkman, Chen, Farh, Chen, & Lowe, 2009;Yang, Mossholder, & Peng, 2007). Hence, leaders' EI will have a smaller impact on followers' job satisfaction in high power distance culture because regardless of whether leaders employ EI to influence their followers or not, subordinates are generally less sensitive to leaders' actions towards them due to their obedience to the power hierarchy; consequently, subordinates may not strongly feel the benefits from leaders' use of EI.…”

Differentiated leader-member exchange and group effectiveness

“…This may be due to the demanding nature of social interactions (Lord & Maher, 1991), and heuristic information processing makes members free from cognitive busyness, which otherwise leads them to calculate and compare all the possible alternatives (Lind, 2001). As a result, group members' values and leader prototypicality (i.e., the extent to which the leader represents "our" group) can be used as an anchor in whether members engage in systematic fairness and legitimacy judgments of LMX differentiation (Naumann & Bennett, 2000;Ullrich, Christ, & van Dick, 2009;Yang, Mossholder, & Peng, 2007).…”

“…One is when group members have high power distance orientation (i.e., members, on average, expect and accept the unequal distribution of power between leaders and members as inherent; Hofstede, 1980;Yang et al, 2007). Another is when members identify their leader with our group (i.e., leader prototypicality; van .…”

“…Another is when members identify their leader with our group (i.e., leader prototypicality; van . If members endorse the unequal distribution of power, they would be more likely to believe that the leader has a prerogative to differentiate group members (Schwartz, 1992;Yang et al, 2007). Also, if members perceive their leaders as a representative of their group, they would be more willing to endorse and trust him or her as their leader (Platow & van Knippenberg, 2001;Ullrich et al, 2009).…”

“…I suggest that the effects of member-rated leader-member exchange differentiation on socio-emotional group processes vary depending on the level of group power distance, which refers to the extent to which group members as a whole expect and accept the unequal power distribution between leaders and members as inherent (Hofstede, 1980;Yang et al, 2007). Power distance orientation is associated with cultural values pertaining to status, authority, and power in the organization.…”