The Impact of Supervisor-Subordinate Incongruence in Power Distance Orientation on Subordinate Job Strain and Subsequent Job Performance

Abstract

Employee strain is estimated to cost American companies as much as $500 billion in lost productivity annually, and a leading cause of workforce stress is disagreements with other people (Cook, 2017; Mental Health America, 2017). In this study, we investigate supervisor-subordinate value incongruence as a cause of employee strain. Specifically, this study examines the effect of supervisor-subordinate power distance orientation incongruence on the subordinate's job strain which, in turn, influences the subordinate's job performance. Using a sample of 172 supervisor-subordinate dyads, we find that incongruence on power distance orientation increases subordinate job strain. Supervisor-subordinate incongruence resulted in more job strain which, in turn, resulted in lower job performance. Results reveal that the alignment of subordinates' cultural values with those of their supervisors may mitigate negative experiences and facilitate more positive work outcomes.

Keywords: Incongruence; Job performance; Power distance; Role theory; Strain; Supervisor-subordinate dyads; Transactional model.

Fig. 1

Supervisor-subordinate power distance congruence effects on subordinate job strain