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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
  • Yipeng Liu
Original Article
  • 6 Downloads

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 

Notes

Compliance with ethical standards

Conflict of interest

On behalf of all authors, the corresponding author states that there is no conflict of interest.

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Authors and Affiliations

  1. 1.School of Business AdministrationNortheastern UniversityShenyangChina
  2. 2.School of Economics and ManagementTongji UniversityShanghaiChina
  3. 3.College of BusinessShanghai University of Finance and EconomicsShanghaiChina
  4. 4.Henley Business SchoolUniversity of ReadingReadingUK

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