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 conf

SUBMITTER: Wei C 

PROVIDER: S-EPMC5221487 | biostudies-literature | 2016

REPOSITORIES: biostudies-literature