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Academic Journal of Business & Management, 2023, 5(15); doi: 10.25236/AJBM.2023.051501.

Power Distance Belief and Employee Volunteering: The Moderating Effect of Leader-Member Exchange

Author(s)

Changlu Xing1, Yan Chen2, Jie Shi3

Corresponding Author:
Jie Shi
Affiliation(s)

1Human Resources Department, Nanjing University of Finance & Economics, Nanjing, China

2School of Business Administration, Nanjing University of Finance & Economics, Nanjing, China

3College of Tourism and Service Management, Nankai University, Tianjin, China

Abstract

In China, the implementation of volunteering is mostly under the organizational mobilization. The consciousness of people to actively participate in volunteering is relatively weak. Although employee volunteering is one of the important forces in the development of Philanthropy in China, the factors that affect employee volunteering are still poorly understood. This paper explores the effect of power distance belief on employee volunteering and its boundary conditions. The results show that individual-level PDB has a significant negative effect on employee volunteering. Leader-member exchange plays a moderating role in the relationship between power distance and employee volunteering.

Keywords

Power Distance Belief; Employee Volunteering; Leader-Member Exchange

Cite This Paper

Changlu Xing, Yan Chen, Jie Shi. Power Distance Belief and Employee Volunteering: The Moderating Effect of Leader-Member Exchange. Academic Journal of Business & Management (2023) Vol. 5, Issue 15: 1-7. https://doi.org/10.25236/AJBM.2023.051501.

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