Leader-team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate

Michael S. Cole, Min Z. Carter, Zhen Zhang

Research output: Contribution to journalArticle

67 Scopus citations


We examine the effect of (in)congruence between leaders' and teams' power distance values on team effectiveness. We hypothesize that the (in)congruence between these values would differentially predict team effectiveness, with procedural justice climate serving as a mediator. Using multisource data and polynomial regression, we found that similarities (and differences) between leaders' and their teams' power distance values can have consequential effects on teams' justice climate and, ultimately, their effectiveness (viz., team performance and team organizational citizenship behavior). We conclude that to fully understand the implications of power distance, one should consider the multiple perspectives of both leaders and team members.

Original languageEnglish (US)
Pages (from-to)962-973
Number of pages12
JournalJournal of Applied Psychology
Issue number6
StatePublished - Nov 1 2013



  • Power distance values
  • Procedural justice climate
  • Team organizational citizenship behavior
  • Team performance
  • Value congruence theory

ASJC Scopus subject areas

  • Applied Psychology

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