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High Power Distance Enhances Employees' Preference for Likable Managers: A Resource Dependency Perspective.

ABSTRACT: Is a manager's likability important from an employee's perspective? Research results in this field are scant and inconsistent. The current study explored employees' response to managers' likability and the moderating effect of power distance at both the cultural and individual levels. In study 1, following the countercultural priming experimental paradigm proposed by Van den Bos et al. (2013), 121 college students from China (a high power distance culture) and 99 college students from Denmark (a low power distance culture) were randomly assigned to either a countercultural (experimental) condition or a control condition. All participants were required to complete a manager selection task using the zero-acquaintance paradigm to measure their preference for likable managers. The results confirmed the moderating role of power distance at the cultural level. Study 2 further explored the moderating effect of power distance orientation at the individual level, as well as the boundary condition of the degree of resource dependence from the employee's perspective. One hundred and three Chinese participants with work experience were randomly assigned to either the subordinate perspective (high resource dependence) or the HR department perspective (low resource dependence) condition and completed the same task as in study 1. The results suggested that high power distance-oriented participants demonstrate stronger preference for likable manager candidates than do low power distance-oriented participants. In addition, these findings hold only when employees expect a high resource dependence relation with the manager. Theoretical and practical implications of the research findings and future research directions were discussed.

SUBMITTER: Wei C

PROVIDER: S-EPMC5221487 | biostudies-literature | 2016

REPOSITORIES: biostudies-literature

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High Power Distance Enhances Employees' Preference for Likable Managers: A Resource Dependency Perspective.

Wei Cong C Sun Xiaomin X Liu Jia J Zhou Chunfang C Xue Gang G

Frontiers in psychology 20170109

Is a manager's likability important from an employee's perspective? Research results in this field are scant and inconsistent. The current study explored employees' response to managers' likability and the moderating effect of power distance at both the cultural and individual levels. In study 1, following the countercultural priming experimental paradigm proposed by Van den Bos et al. (2013), 121 college students from China (a high power distance culture) and 99 college students from Denmark (a ...[more]

PMID: 28119654

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Project description:BACKGROUND: Chronic diseases are a leading contributor to work disability and job loss in Europe. Recent EU policies aim to improve job retention among chronically ill employees. Disability and occupational health researchers argue that this requires a coordinated and pro-active approach at the workplace by occupational health professionals, line managers (LMs) and human resource managers (HRM). Little is known about the perspectives of LMs an HRM on what is needed to facilitate job retention among chronically ill employees. The aim of this qualitative study was to explore and compare the perspectives of Dutch LMs and HRM on this issue. METHODS: Concept mapping methodology was used to elicit and map statements (ideas) from 10 LMs and 17 HRM about what is needed to ensure continued employment for chronically ill employees. Study participants were recruited through a higher education and an occupational health services organization. RESULTS: Participants generated 35 statements. Each group (LMs and HRM) sorted these statements into six thematic clusters. LMs and HRM identified four similar clusters: LMs and HRM must be knowledgeable about the impact of chronic disease on the employee; employees must accept responsibility for work retention; work adaptations must be implemented; and clear company policy. Thematic clusters identified only by LMs were: good manager/employee cooperation and knowledge transfer within the company. Unique clusters identified by HRM were: company culture and organizational support. CONCLUSIONS: There were both similarities and differences between the views of LMs and HRM on what may facilitate job retention for chronically ill employees. LMs perceived manager/employee cooperation as the most important mechanism for enabling continued employment for these employees. HRM perceived organizational policy and culture as the most important mechanism. The findings provide information about topics that occupational health researchers and planners should address in developing job retention programs for chronically ill workers.

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Dataset Information

High Power Distance Enhances Employees' Preference for Likable Managers: A Resource Dependency Perspective.

Publications

High Power Distance Enhances Employees' Preference for Likable Managers: A Resource Dependency Perspective.

Similar Datasets

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