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- Michael S Cole, Min Z Carter, and Zhen Zhang.
- M. J. Neeley School of Business, Department of Management, Entrepreneurship, & Leadership, Texas Christian University.
- J Appl Psychol. 2013 Nov 1; 98 (6): 962-73.
AbstractWe examine the effect of (in)congruence between leaders' and teams' power distance values on team effectiveness. We hypothesize that the (in)congruence between these values would differentially predict team effectiveness, with procedural justice climate serving as a mediator. Using multisource data and polynomial regression, we found that similarities (and differences) between leaders' and their teams' power distance values can have consequential effects on teams' justice climate and, ultimately, their effectiveness (viz., team performance and team organizational citizenship behavior). We conclude that to fully understand the implications of power distance, one should consider the multiple perspectives of both leaders and team members.(c) 2013 APA, all rights reserved.
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