Too unsafe to voice? Authoritarian leadership and employee voice in Chinese organizations

Wu, Tsung‐Yu; Liu, Yi‐Fu; Hua, Chong‐Yu; Lo, Hao-Cheng; Yeh, Ying‐Jung

doi:10.1111/1744-7941.12247

Cited by 36 publications

(28 citation statements)

References 69 publications

(256 reference statements)

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“…Over the decades, leadership behavior (e.g. transformational leadership, paternalistic leadership and authoritarian leadership) has been regarded as a primary antecedent of employee voice (Duan et al , 2017; Soomro et al , 2021; Wu et al , 2020). These leadership behaviors focusing on employees’ work, however, have been greatly challenged in the background of the transformation from traditional office to telecommuting.…”

Section: Discussionmentioning

confidence: 99%

“…Yet, these studies merely focus on employees’ work-centered leadership behaviors, e.g. transformational leadership (Duan et al , 2017), paternalistic leadership (Soomro et al , 2021) and authoritarian leadership (Wu et al , 2020), ignoring leaders’ other supportive behaviors for employees work.…”

Section: Introductionmentioning

confidence: 99%

“…This study has three theoretical contributions. First, unlike extant research focusing on employee work-centered leadership behavior (Duan et al , 2017; Soomro et al , 2021; Wu et al , 2020), this study introduces FSSB into voice research. This not only expands the antecedents of voice research, but also provides novel perspective for voice research.…”

Section: Introductionmentioning

confidence: 99%

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Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?

Jia

Sun

2021

IJCMA

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Purpose The purpose of this study is to examine the differential association of family supportive supervisor behavior on promotive voice under different gender. Further, while employees’ self-concept factors have received considerable attention in the research on the triggering mechanism of employee voice, the authors’ knowledge about how and when family factors affect employee voice remains underdeveloped. Design/methodology/approach According to the resource conservation theory and gender role theory, the authors constructed a research model to investigate the influence and boundary of family supportive supervisor behavior on employee promotive voice and tested their research model using a paired data of 332 married employees and their direct supervisors of enterprises in China. Findings The findings suggest that family supportive supervisor behavior has a positive effect on employee promotive voice. Family supportive supervisor behavior can strengthen employee promotive voice by improving work-to-family enrichment and reducing work–family conflict, yet no significant mediation effect was found regarding family-to-work enrichment and conflict. Furthermore, family supportive supervisor behavior is more likely to improve female employee work–family enrichment and assuage male employee work–family conflict and thus enhance employee promotive voice. Originality/value This study sheds light on the different influential paths of family supportive supervisor behavior on promotive voice of employees of different genders and provides references for enterprises to motivate employees’ promotive voice.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?

Jia

Sun

2021

IJCMA

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“…Second, education and banking sectors from a developing country like Pakistan, will further add to the novelty of this paper. Earlier, Wu et al ( 2020 ) have conducted their study in a power distance society (i.e., Taiwan), which shows that authoritarian leadership brings fear among employees, diminishes psychological safety, and discourages extra-role behaviors. However, our study is distinct from their study in the following ways: (i) this study focuses on respondents from various private banks and private education institutions of Pakistan; (ii) the proposed model contains different mediators and moderators (see Figure 1 ).…”

Section: Research Context and Contributions To Literaturementioning

confidence: 99%

How Authoritarian Leadership Affects Employee's Helping Behavior? The Mediating Role of Rumination and Moderating Role of Psychological Ownership

et al. 2021

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Interpersonal helping behaviors, i.e., voluntarily assisting colleagues for their workplace related problems, have received immense amount of scholarly attention due to their significant impacts on organizational effectiveness. Among several other factors, authoritarian leadership style could influence helping behavior within organizations. Furthermore, this relationship could be mediated by workplace stressor such as rumination, known as a critical psychological health component leading to depressive symptoms, hopelessness and pessimism. In the meantime, less research attention has devoted to probe the crucial role of psychological ownership, which can buffer the adverse effects of authoritarian leadership upon rumination. Building on conservation of resources theory, this study investigates the adverse impacts of authoritarian leadership on employees' helping behaviors through mediating role of rumination, and also examines the moderating effect of psychological ownership between the relationship of authoritarian leadership and rumination. The data were collected from 264 employees in education and banking sectors and the results show: (i) authoritarian leadership has adverse impacts on helping behavior, (ii) rumination mediates the relationship between authoritarian leadership and employees' helping behaviors, and (iii) psychological ownership moderates the positive relationship between authoritarian leadership and rumination. This study concludes that authoritarian leadership has adverse impacts upon helping behavior, which needs to be controlled/minimized. The findings are of great significance for managers, employees, and organizations in terms of policy implications. The limitations and future research directions are also discussed.

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“…Survey data collected from Chinese employees provide support for a positive indirect relationship that existed between perspective taking and voice solicitation through supervisor-subordinate goal congruence, and this indirect relationship was stronger when the employees' perception of organisational politics was low. Wu et al (2020) explore how and when authoritarian leadership makes subordinates reluctant to voice in Chinese organisations, examining whether subordinate psychological safety mediates the relationship between authoritarian leadership and subordinate voice and the moderating effect of supervisor-subordinate guanxi. Using survey research, they obtained supervisor-subordinate dyad data in Taiwan and reveal that subordinate psychological safety mediates the relationship between authoritarian leadership and subordinate voice and that this mediating effect is weaker for high supervisor-subordinate guanxi than for low supervisor-subordinate guanxi.…”

Section: Papers In the Special Issuementioning

confidence: 99%

Employee voice in the Asia Pacific

Wilkinson

Sun

Mowbray

2020

Asia Pac J Human Res

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This introduction introduces the special issue on employee voice in the Asia Pacific. Whilst there is an extensive literature on employee voice in western countries in regions such as Europe and the United States, we know less about the state of employee voice in the Asia Pacific regions. One of these gaps relates to how the institutional factors as well as national cultural factors influence the employee voice arrangements and mechanisms. While we have some understanding of how national contextual factors can influence employee voice behaviour, such as through leadership behaviour and supervisor‐subordinate relationships, there is still much to be understood with regard to how the different Asia Pacific cultural characteristics will influence voice. With governance and representative structures of voice embedded in particular institutional contexts there are significant differences not only between Asia Pacific economies and the rest of the world, but also between and within the Asia Pacific economies themselves.

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Too unsafe to voice? Authoritarian leadership and employee voice in Chinese organizations

Cited by 36 publications

References 69 publications

Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?

Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?

How Authoritarian Leadership Affects Employee's Helping Behavior? The Mediating Role of Rumination and Moderating Role of Psychological Ownership

Employee voice in the Asia Pacific

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