Publication Type
Journal Article
Version
acceptedVersion
Publication Date
3-2024
Abstract
Purpose: This paper aims to investigate why followers have low perceptions of leader openness and thus feel reluctant to communicate novel ideas by examining leader–follower relationship conflict (i.e. interpersonal incompatibility) and a follower’s power distance orientation (i.e. an acceptance of uneven power distribution in organizations) as antecedents. Design/methodology/approach: The research administrators conducted a three-wave work behavior survey in Study 1, a laboratory experiment in Study 2, and an online experiment in Study 3. Findings: The results demonstrated that leader–follower relationship conflict reduced followers’ perceptions of leader openness. However, the negative impact of relationship conflict became non-significant when followers have high power distance orientations (i.e. an acceptance of uneven power distribution in organizations). The findings also showed an indirect interaction effect of leader–follower relationship conflict and followers’ power distance orientation on the followers’ communication of novel ideas through the followers’ perceptions of leader openness. Originality/value: The research suggests that followers with higher power distance orientations are more likely to communicate novel ideas consistently because their relationship conflicts with their leaders do not negatively influence their perceptions of leader openness. Although researchers traditionally view cultures with a high level of power distance value as an obstacle to employee creativity, the present study reveals the benefits of an individual-level power distance orientation.
Keywords
Leader-follower relationship conflict, Novel idea communication, Perceived leader openness, Power distance orientation
Discipline
Industrial and Organizational Psychology | Leadership Studies | Social Psychology
Research Areas
Psychology
Publication
International Journal of Conflict Management
First Page
1
Last Page
20
ISSN
1044-4068
Identifier
10.1108/IJCMA-10-2023-0212
Publisher
Emerald
Embargo Period
4-7-2024
Citation
TSAI, Ming-Hong.(2024). Does relationship conflict reduce novel idea communication through perceived leader openness? Power distance orientation as a moderator. International Journal of Conflict Management, , 1-20.
Available at: https://ink.library.smu.edu.sg/soss_research/3933
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1108/IJCMA-10-2023-0212
Included in
Industrial and Organizational Psychology Commons, Leadership Studies Commons, Social Psychology Commons