Traditional Chinese leadership and employee voice behavior: A cross-level examination |
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| Affiliation: | 1. School of Labor and Human Resources, Renmin University of China, Beijing 100872, China;2. Department of Psychology, Renmin University of China, Beijing 100872, China;1. School of Labor and Employment Relations, The Pennsylvania State University, University Park, PA 16802, USA;2. Marketing Department, Strathclyde Business School, University of Strathclyde, Glasgow, Scotland G4 0QU, UK;3. Smeal College of Business, The Pennsylvania State University, University Park, PA 16802, USA;4. Department of Management, The Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong, China;5. Coventry Business School, Coventry University, Coventry, U.K.;1. Department of Management, Strome College of Business, Old Dominion University, 2171 Constant Hall, Norfolk, VA 23529, USA;2. Department of Management, College of Business, Florida State University, 821 Academic Way, P.O. Box 3061110, Tallahassee, FL 32306-1110, USA;1. University of Science and Technology of China, China;2. University of Queensland, Australia;3. Iowa State University, USA;4. Ghent University, Belgium;1. The University of Hong Kong, Faculty of Business and Economics, Pok Fu Lam, Hong Kong;2. The University of Georgia, Terry College of Business, Athens, GA 30602, USA |
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| Abstract: | To enhance the understanding of leadership influences on employee voice behavior, this study focused on traditional Chinese leadership (i.e., authoritarian leadership). We proposed that supervisor authoritarian leadership negatively affects employee voice behavior and manager authoritarian leadership has a cascading effect on such behavior through supervisor authoritarian leadership. Furthermore, these effects were either amplified or attenuated under different conditions (i.e., leader identification and power distance orientation). A cross-level investigation of voice behavior within 52 groups of employees from multiple Chinese companies in Beijing was conducted. The results showed that supervisor authoritarian leadership negatively affected employee voice behavior and mediated the negative relationship between manager authoritarian leadership and employee voice behavior. Leader identification moderated the indirect negative effect of manager authoritarian leadership on employee voice behavior via supervisor authoritarian leadership, while power distance orientation moderated the direct negative effect of supervisor authoritarian leadership on employee voice behavior. |
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