T. K. Peng

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.

Demographic Effects on the Use of Vertical Sources of Guidance by Managers in Widely Differing Cultural Contexts

Data provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers’ reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede’s national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant non-predicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed.

Societal Development and the Change of Leadership Style in Oriental Chinese Societies

The development of East Asian Chinese societies in recent decades has led to observed change in leadership styles among business managers. This study examines the relationship between societal changes, especially the change in culture, and the change in leadership styles. The subjects of this study are Chinese managers in four major Oriental Chinese societies: Mainland China, Hong Kong, Singapore, and Taiwan. It is argued that, due to different political, economical, and cultural developments in recent decades, the leadership styles in these Chinese societies have also changed in different directions. Based on data from the Global Leadership and Organizational Behavior Effectiveness Program (GLOBE) study, our findings show some significant and interesting differences in leadership style among business leaders in these Chinese societies. The implications of the findings are discussed.