The Influence of Employees' Power Distance Perception and Trust on Their Implicit Followership Behavior: Based on Construal Level Theory and Cognitive Dissonance Theory

Lingyan Zhou; Zhongwu  Li

doi:10.60027/iarj.2026.e288803

Authors

Lingyan Zhou National Institute of Development Administration, Bangkok, Thailand (NIDA) https://orcid.org/0009-0001-2184-9252
Zhongwu Li National Institute of Development Administration, Bangkok, Thailand (NIDA) https://orcid.org/0000-0002-8882-851X

DOI:

https://doi.org/10.60027/iarj.2026.e288803

Keywords:

Employees' Power Distance Perception, Cognitive Trust, Affective Trust, Implicit Followership Behavior

Abstract

Background and Aims: With the intensification of organizational complexity, employees' spontaneous support behaviors, such as implicit followership behavior, have become crucial for sustaining enterprise innovation and competitiveness. This study examines how employees’ perceived power distance and trust influence their implicit followership behavior, drawing on Construal Level Theory and Cognitive Dissonance Theory.

Methodology: A quantitative survey of 405 R&D employees in Chinese high-tech SMEs was conducted using structured questionnaires. Structural Equation Modeling (SEM) and multiple regression analysis were used to test hypotheses regarding the relationships among employees' power distance perception, cognitive trust, affective trust, and implicit followership behavior.

Results: The results reveal that employees' power distance perception has a significant positive impact on their implicit followership behavior. Both cognitive trust and affective trust play partial mediating roles in this relationship. Higher power distance perception enhances implicit followership through increased cognitive and affective trust in leaders.

Conclusion: Employees' power distance perception significantly influences their trust levels and implicit followership behaviors. Organizations should pay attention to employees' perceptions of power structures, actively cultivate cognitive and affective trust, and thereby stimulate employees' positive, spontaneous behaviors. This study provides theoretical contributions to the fields of organizational behavior and leadership and offers practical guidance for optimizing leadership and management practices in dynamic organizational contexts.

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