Employee silence, managerial attributions of employee silence, and the moderating role of leader-member exchange: integrating stages of institutionalised socialisation

Chou, Shih Yung; Fannin, William R.; Barron, Katelin

doi:10.1504/ijmp.2018.095180

Cited by 2 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…All the research hypotheses of the study are accepted. According to the finding, the hypotheses 1 and 2 are accepted as despotic leadership increases the employee's work withdrawal behavior (Nauman et al, 2018a) and acquiescent silence (Chou et al, 2018) among employees. The direct effect of despotic leadership on the quality of work-life and LMX indicates that H3 and H4 are accepted.…”

Section: Discussionmentioning

confidence: 97%

See 1 more Smart Citation

Effect of Despotic Leadership on the Employee Work Withdrawal Behavior and Acquiescent Silence

Kazmi¹,

USMANI²,

Raza³

2022

RMS

View full text Add to dashboard Cite

Purpose: The main aim to conduct this research is to identify whether LMX mediates the relationship between despotic leadership and acquiescence silence. In addition, the study also takes into account the role of Quality of work life as a mediator in the relationship between despotic leadership and work withdrawal behavior. Methodology: The data was collected by sharing the adopted questionnaire with the target population a total of 247 valid responses were received from the employee working in the manufacturing sector of Pakistan. Smart PLS was used to measure the model. The research is conducted for the managers leading a team of professionals and the community of Human Resource Development that includes business consultants, advisors, employees, top management, scholars, specialists, and students. Findings: The study found that despotic leadership increases withdrawal behavior and acquiescence in silence among employees. Moreover, leader-member exchange mediates the relationship between despotic leadership and work withdrawal behavior and quality of work-life mediates the relationship between despotic leadership and work withdrawal behavior. Conclusion: The findings declared that despotic leadership has a destructive influence on subordinates concerning increased work withdrawal behavior and acquiescent silence.

show abstract

Section: Discussionmentioning

confidence: 97%

“…acquiescent and defensive silence (Otsupius, 2019). Acquiescent silence in particular is when employees purposefully withhold information about social, intellectual, and emotional assessments of the organizational circumstances to the Leaders who are in the position to change the situation (Chou et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

Effect of Despotic Leadership on the Employee Work Withdrawal Behavior and Acquiescent Silence

Kazmi¹,

USMANI²,

Raza³

2022

RMS

View full text Add to dashboard Cite

show abstract

“…Silence literature shows that employees generally prefer to remain silent despite of recognizing consequential sensitivity of unethical behavior for employees as well as organization (Cialdini, Li, Samper, & Wellman, 2021;Chou, Fannin & Barron, 2018;Knoll & Van Dick, 2013;Cortina and Magley 2003;Perlow and Williams 2003). Based on this common understanding, the existing studies mostly focused on exploring individual, group, and organizational level factors that may cause employee silence (John & Manikandan, 2019;Knoll, Hall, & Weigelt, 2018;Erthutlu & Chafra, 2018;Bagheri, Zarei, & Aeen, 2012).…”

Section: Introductionmentioning

confidence: 99%

Unethical Leader Behavior and Employee Silence: Mediating Role of Moral Anger

Bilal¹,

Shah²

2023

Int. j. bus. econ. aff.

View full text Add to dashboard Cite

Emotions play significant role in shaping subsequent attitude and behavior. However, prior studies on prevalence of employee silence over growing incidents of unethical leader behavior in organizations has paid limited attention to the role of emotions. We investigated the relationship between unethical leader behavior and employee quiescent silence through mediating role of moral anger. Drawing upon Affect Theory of Social Exchange, we propose that unethical leader behavior will elicit emotions, which in turn will provoke employee silence, depending upon intensity of the emotions. We theorize that unethical leader behavior will trigger moral anger, which will further shape employee quiescent silence. Data were collected at three time intervals with 3-4 weeks lag, from 306 respondents employed in public and private sector hospitals located in country's capital-Islamabad and KPK's provincial capital-Peshawar. Analysis of results reveal that moral anger mediated the relationship between unethical leader behavior and employee silence. Findings contribute to existing literature through highlighting the significance of emotions in shaping employee silence over unethical leader behavior. The study broadens theoretical understanding of the potential underlying mechanism of employee silence over unethical leader behavior, which carries significant managerial and contextual implications.

show abstract

Employee silence, managerial attributions of employee silence, and the moderating role of leader-member exchange: integrating stages of institutionalised socialisation

Cited by 2 publications

References 0 publications

Effect of Despotic Leadership on the Employee Work Withdrawal Behavior and Acquiescent Silence

Effect of Despotic Leadership on the Employee Work Withdrawal Behavior and Acquiescent Silence

Unethical Leader Behavior and Employee Silence: Mediating Role of Moral Anger

Contact Info

Product

Resources

About