Although much research has been done on the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB), little attention has been paid to the mechanism underpinning the relationship. Based on a sample of 214 supervisor-subordinate dyads from indigenous family business in China, this paper examines the mechanism by which LMX affects OCB, especially the mediating role of perceived insider status and the moderating role of Chinese traditionality. Structural equation modeling results show that: (1) LMX is positively related to OCB, and (2) perceived insider status fully mediates the relationship between LMX and OCB. Hierarchical regression results further reveal that Chinese traditionality moderates the effect of LMX on perceived insider status.
We conceptualized voice self-efficacy as a mediator and perceived delegation as a contextual moderator for researching the effect of proactive personality on voice behavior in a Chinese cultural context. We collected data in 2 waves using a sample of 205 subordinate-supervisor dyads working at 2 finance companies in China. Our results showed that voice self-efficacy partially mediates the relationship between proactive personality and voice behavior, and that perceived delegation has a moderating role in this relationship. Implications for management theory and practice are discussed.
Purpose -The purpose of this paper is to investigate the antecedents of manager voice in Chinese business from the theory of plan behavior perspective. The paper focuses on how antecedents including organization-based self-esteem, psychological ownership, and supervisor-subordinate guanxi influence manager voice. It also examines the cross-level moderating effect of Chinese indigenous leadership style authoritarian leadership on the relationships between antecedents and manager voice. Design/methodology/approach -A literature review on manager voice, organization-based self-esteem, psychological ownership, supervisor-subordinate guanxi, and authoritarian leadership provided the model and hypothesis. Using a sample of 262 supervisor-subordinate dyads collected in Chinese business, a cross-level analysis was conducted to test the model and hypothesis. Findings -The results of hierarchical linear modeling show that on a individual level, in comparison with the organization-based self-esteem and psychological ownership, supervisor-subordinate guanxi is a more critical factor influencing manager voice; on a group level, authoritarian leadership is negatively related to manager voice; and authoritarian leadership moderates the relationship between the supervisor-subordinate guanxi and the manager voice: for weak authoritarian leadership group, the positive relationship between supervisor-subordinate guanxi and manager voice is stronger. Research limitations/implications -It was a cross-sectional study, and the samples were limited to Chinese business. It is necessary to replicate this research in other organization contexts. The results indicate that indigenous guanxi and authoritarian leadership significantly influence manager voice, which advances voice research in Chinese management studies. Practical implications -Results of the study suggest top Chinese business leaders should strengthen the interpersonal relationship between supervisors and subordinates in order to encourage manager voice. Moreover, the top leaders should change their authoritarian leadership to facilitate voice behavior. Originality/value -The paper is original in its investigation on how Chinese indigenous organizational factors -guanxi and authoritarian leadership -influence manager voice. The paper also explains the relationships between antecedents and manager voice from a cross-level perspective.
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