M. J. Neeley School of Business, Department of Management, Entrepreneurship, & Leadership, Texas Christian University.
J Appl Psychol. 2013 Nov;98(6):962-73. doi: 10.1037/a0034269. Epub 2013 Sep 23.
We 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.
我们考察了领导者和团队的权力距离价值观之间的（不）一致对团队有效性的影响。我们假设，这些价值观之间的（不）一致性会以程序公正氛围为中介，从而对团队有效性产生不同的预测。通过多来源数据和多项式回归，我们发现，领导者和他们的团队之间的权力距离价值观的相似性（和差异）可能会对团队的公正氛围产生重大影响，最终对团队的有效性（即团队绩效和团队组织公民行为）产生影响。我们的结论是，为了充分理解权力距离的影响，应该同时考虑领导者和团队成员的多个视角。
