Jixia Yang

Procedural justice climate and group power distance: An examination of cross-level interaction effects

In this article, the authors extend research on the cross-level effects of procedural justice climate by theorizing and testing its interaction with group power distance. The results indicated that group power distance moderated the relationships between procedural justice climate and individual-level outcomes (organizational commitment and organization-directed citizenship behavior). More specifically, a larger group power distance was found to attenuate the positive cross-level effects of procedural justice climate. Implications for procedural justice climate research are discussed.

Proactive personality, social capital, helping, and turnover intentions

Purpose – Proactive personality is believed to relate to greater interpersonal helping and lower turnover intentions. Accrued social capital should play a mediating role in this relationship. This paper seeks to address these issues.Design/methodology/approach – The authors used structural equation modeling to analyze the longitudinal data collected from 174 individuals at three points in time. Two dimensions of social capital, i.e. the resource dimension as indicated by information exchange and the relational dimension as indicated by trust relationships were specified.Findings – After controlling for the Big Five personality dispositions, information exchange and then trust relationships sequentially mediated the relationship of proactive personality with helping and turnover intentions.Research limitations/implications – The research highlights the importance of understanding proactive personality through the social capital perspective. Multiple source data collection method is recommended for further ...

Authentic leadership, traditionality, and interactional justice in the Chinese context

We examine the effects of authentic leadership on subordinates in the Chinese context. Drawing on attribution processes of self-disclosure, we propose that authentic leaders engaging in self-disclosure practices cultivate subordinates’ positive feelings that their leaders like and trust them. We further explain how and why authentic leadership particularly influences highly traditional Chinese subordinates. We propose that Chinese traditionality strengthens the positive effects of authentic leadership on subordinates’ perceptions that their leader practices interactional justice, which in turn positively relates to their in-role performance, creativity, and organizational citizenship behaviour. In Study 1, we surveyed 199 employees in 47 work units from nine high-technology organizations in China. The results support the hypothesized relationships. In Study 2, we surveyed 170 employees in 46 work units from various organizations in China. The results show that authentic leadership effects remain unchanged after controlling for the effects of transformational leadership. We discuss the implications for leadership effectiveness in the Chinese context.

Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context (真实型领导力、传统性与交互公平感在中国环境中的关系)

We examine the effects of authentic leadership on subordinates in the Chinese context. Drawing on attribution processes of self-disclosure, we propose that authentic leaders engaging in self-disclosure practices cultivate subordinates’ positive feelings that their leaders like and trust them. We further explain how and why authentic leadership particularly influences highly traditional Chinese subordinates. We propose that Chinese traditionality strengthens the positive effects of authentic leadership on subordinates’ perceptions that their leader practices interactional justice, which in turn positively relates to their in-role performance, creativity, and organizational citizenship behaviour. In Study 1, we surveyed 199 employees in 47 work units from nine high-technology organizations in China. The results support the hypothesized relationships. In Study 2, we surveyed 170 employees in 46 work units from various organizations in China. The results show that authentic leadership effects remain unchanged after controlling for the effects of transformational leadership. We discuss the implications for leadership effectiveness in the Chinese context.

A cross‐level study of procedural justice perceptions

Purpose – The purpose of this paper is to examine the relationship between supervisor‐perceived procedural justice and subordinate‐perceived procedural justice. The moderating roles of the subordinate‐perceived interactional justice and power‐distance value are also to be examined.Design/methodology/approach – Survey data were obtained from 509 supervisor‐subordinate dyads in mainland China. Hierarchical linear modeling was used to test the research hypotheses.Findings – Results revealed that: supervisor‐perceived procedural justice is positively related to subordinate‐perceived procedural justice; the direct relationship is stronger when the subordinate perceives higher rather than lower interactional justice from the supervisor; and the direct relationship is stronger when the subordinate holds a higher rather than lower power‐distance value.Research limitations/implications – The data collected in the present study reside at two hierarchical levels, namely, the employee level and the supervisor level, ...

Service workers' chain reactions to daily customer mistreatment: Behavioral linkages, mechanisms, and boundary conditions

Drawing on the stressor–emotion model, we examine how customer mistreatment can evoke service workers’ passive forms of deviant behaviors (i.e., work withdrawal behavior [WWB]) and negative impacts on their home life (i.e., work–family conflict [WFC]), and whether individuals’ core self-evaluations and customer service training can buffer the negative effects of customer mistreatment. Using the experience sampling method, we collect daily data from 77 customer service employees for 10 consecutive working days, yielding 546 valid daily responses. The results show that daily customer mistreatment increases service workers’ daily WWB and WFC through negative emotions. Furthermore, employees with high core self-evaluations and employees who received customer service training are less likely to experience negative emotions when faced with customer mistreatment, and thus are less likely to engage in WWB or provoke WFC.

Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context. 真实型领导力、传统性与交互公平感在中国环境中的关系: Authentic Leadership Effect in China

We examine the effects of authentic leadership on subordinates in the Chinese context. Drawing on attribution processes of self-disclosure, we propose that authentic leaders engaging in self-disclosure practices cultivate subordinates’ positive feelings that their leaders like and trust them. We further explain how and why authentic leadership particularly influences highly traditional Chinese subordinates. We propose that Chinese traditionality strengthens the positive effects of authentic leadership on subordinates’ perceptions that their leader practices interactional justice, which in turn positively relates to their in-role performance, creativity, and organizational citizenship behaviour. In Study 1, we surveyed 199 employees in 47 work units from nine high-technology organizations in China. The results support the hypothesized relationships. In Study 2, we surveyed 170 employees in 46 work units from various organizations in China. The results show that authentic leadership effects remain unchanged after controlling for the effects of transformational leadership. We discuss the implications for leadership effectiveness in the Chinese context.