Paternalistic leadership and employee voice in China: A dual process model |
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| Affiliation: | 1. Department of Psychology, Peking University, Beijing 100871, China;2. Department of Management, Business School, The Hong Kong University of Science and Technology, Clearwater Bay, Kowloon, Hong Kong, China;3. Department of Organizational Management, Guanghua School of Management, Peking University, Beijing 100871, China;1. Wharton School, University of Pennsylvania, Philadelphia, PA 19104-6370, USA;2. Hong Kong University of Science & Technology, Hong Kong;1. Department of Management and Organization, Centre for Strategic Leadership, National University of Singapore (NUS), Singapore;2. IMD Business School, Lausanne 1001, Switzerland;3. Najafi Global Mindset Institute, Thunderbird School of Global Management, Arizona State University, 1 Global Place, Glendale, AZ 85306, USA;4. Guanghua School of Management, Behavioral Research Center, Peking University, Beijing 100871, China;1. School of Social Sciences, Singapore Management University, Singapore;2. Department of Psychology, National Chung Cheng University, Taiwan;3. Department of Psychology, National Taiwan University, Taiwan;4. California School of Organizational Studies, Alliant International University, USA;5. Department of Human Resource Management, National Sun Yat-Sen University, Taiwan;1. Technische Universität München, TUM School of Management, Germany;2. Ludwig-Maximilians-Universität München, LMU Center for Leadership and People Management, Germany;1. Department of Management and Technology, Center for Research in Innovation Organization Strategy & Entrepreneurship, Bocconi University, Milan, 20135, Italy;2. Organisational Behavior and Human Resources, Lee Kong Chian School of Business, Singapore Management University, 50, Stamford Road, Singapore, 178899, Singapore;3. Bowling Green State University, Department of Psychology, 240 Psychology Building, Bowling Green, OH 43402, USA;4. Industrial/Organizational Psychology, University of Akron, Akron, OH 44325-1901, USA;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 |
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| Abstract: | Drawing from social exchange and self-concept-based leadership theories, we investigate how paternalistic leadership — authoritarian, benevolent, and moral — affects employee voice from leader–member exchange (LMX) and status-judgment perspectives in the Chinese context. Data from 402 employees and their supervisors show that LMX and status-judgment mechanisms could work simultaneously in transmitting the influences of paternalistic leadership behaviors to employee voice. Authoritarian paternalistic leaders reduce employee voice by reducing their status judgment. Benevolent paternalistic leaders encourage employee voice by enhancing both LMX and status judgment. Moral paternalistic leaders positively influence employee voice mainly through LMX processes. We discuss theoretical and practical implications of the findings. |
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