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We may be different, but I can help you: the effects of leaders’ political skills on leader–follower power distance value incongruence and withdrawal behavior

Bai, Yan, Dong, Zhilin, Liu, Haiyang and Liu, Shengming (2017) We may be different, but I can help you: the effects of leaders’ political skills on leader–follower power distance value incongruence and withdrawal behavior. Journal of Leadership and Organizational Studies, 24 (2). pp. 216-229. ISSN 1548-0518

Full text not available from this repository.
Identification Number: 10.1177/1548051816665582

Abstract

Based on a resource perspective, the authors investigated how leader–follower power distance value incongruence influences employees’ withdrawal behavior. Data were collected twice in China, and the sample included 66 leaders and 350 followers. Leader–follower power distance value incongruence was found to be associated with the psychological workplace strain experienced by followers, indicating that incongruence was a stressor for this group and further influenced their withdrawal behavior. Moreover, incongruence had asymmetrical effects; that is, followers experienced higher psychological workplace strain when their power distance was lower than that of their leaders, compared with when their power distance was higher. The authors also found that the leader’s role can make a difference, as the leaders’ political skill mitigated the effect of value incongruence on their followers’ psychological workplace strain. The study provides a novel extension of value congruence theory and also contributes to the field of value conflict management.

Item Type: Article
Official URL: http://journals.sagepub.com/home/jlo
Additional Information: © 2016 The Authors
Divisions: Management
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Sets: Departments > Management
Date Deposited: 07 Jun 2018 11:47
Last Modified: 20 Apr 2019 01:51
URI: http://eprints.lse.ac.uk/id/eprint/88209

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