Paradoxical leadership incongruence and Chinese individuals’ followership behaviors: moderation effects of hierarchical culture and perceived strength of human resource management system
Jianfeng Jia (),
Jiaqi Yan (),
Yahua Cai () and
Yipeng Liu ()
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Jianfeng Jia: Northeastern University
Jiaqi Yan: Tongji University
Yahua Cai: Shanghai University of Finance and Economics
Yipeng Liu: University of Reading
Asian Business & Management, 2018, vol. 17, issue 5, 313-338
Abstract We examined the effect of paradoxical leadership incongruence on Chinese individuals’ followership behaviors. We also hypothesized that paradoxical leadership incongruence (and congruence) will differentially predict followership behaviors, with hierarchical culture and the perceived strength of the HRM system serving as moderators. With multi-source and multi-wave matched data and polynomial regression, our results corroborate the following: (1) paradoxical leadership incongruence (and congruence) can have consequential effects on followership behaviors, (2) paradoxical leadership incongruence increases followership behavior better when hierarchical culture is high, and (3) paradoxical leadership incongruence motivates followership behavior better when the perceived strength of the HRM system is high.
Keywords: Followership; Paradoxical leadership; Hierarchical culture; Perceived strength of HRM system; Congruence (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:pal:abaman:v:17:y:2018:i:5:d:10.1057_s41291-018-0043-9
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