The present study demonstrates how three psychological antecedents (psychological safety, felt obligation for constructive change, and organization-based self-esteem) uniquely, differentially, and interactively predict supervisory reports of promotive and prohibitive voice behavior. Using a two-wave panel design, data were collected from a sample of 239 employees to examine the hypothesized relationships. Our results showed that felt obligation was most strongly related to subsequent promotive voice, psychological safety was most strongly related to subsequent prohibitive voice, and organization-based self-esteem was reciprocally related to promotive voice. Further, while felt obligation strengthened the positive effect of psychological safety on both forms of voice, OBSE weakened this effect for promotive voice. Theoretical and practical implications are discussed.

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Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow‐up studies are offered and implications for leadership theory and practice are discussed.