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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

Author

Listed:
  • Jianfeng Jia

    (Northeastern University)

  • Jiaqi Yan

    (Tongji University)

  • Yahua Cai

    (Shanghai University of Finance and Economics)

  • Yipeng Liu

    (University of Reading)

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.

Suggested Citation

  • Jianfeng Jia & Jiaqi Yan & Yahua Cai & Yipeng Liu, 2018. "Paradoxical leadership incongruence and Chinese individuals’ followership behaviors: moderation effects of hierarchical culture and perceived strength of human resource management system," Asian Business & Management, Palgrave Macmillan, vol. 17(5), pages 313-338, December.
    • Handle: RePEc:pal:abaman:v:17:y:2018:i:5:d:10.1057_s41291-018-0043-9
    DOI: 10.1057/s41291-018-0043-9
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    4. Ji-Hoon Park, 2020. "Chasing two rabbits: how social enterprises as hybrid organizations manage paradoxes," Asian Business & Management, Palgrave Macmillan, vol. 19(4), pages 407-437, September.
    5. Hu, Wenan & Luo, Jinlian & Chen, Zhijun & Zhong, Jing, 2020. "Ambidextrous leaders helping newcomers get on board: Achieving adjustment and proaction through distinct pathways," Journal of Business Research, Elsevier, vol. 118(C), pages 406-414.
    6. Xiao Chen & Jian Peng & Xue Lei & Yanchun Zou, 0. "Leave or stay with a lonely leader? An investigation into whether, why, and when leader workplace loneliness increases team turnover intentions," Asian Business & Management, Palgrave Macmillan, vol. 0, pages 1-24.
    7. Youngsam Cho & Mannsoo Shin & Tejinder K. Billing & Rabi S. Bhagat, 2019. "Transformational leadership, transactional leadership, and affective organizational commitment: a closer look at their relationships in two distinct national contexts," Asian Business & Management, Palgrave Macmillan, vol. 18(3), pages 187-210, July.
    8. Naiwen Li & Mingming Ding, 2022. "The Influence of Paradoxical Leadership on Adaptive Performance of New-Generation Employees in the Post-Pandemic Era: The Role of Harmonious Work Passion and Core Self-Evaluation," Sustainability, MDPI, vol. 14(21), pages 1-21, November.

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