Traditional Chinese leadership and employee voice behavior: A cross-level examination

The Relationship Between Psychological Contract Breach and Employees’ Counterproductive Work Behaviors: The Mediating Effect of Organizational Cynicism and Work Alienation

“…This is an effective way for employees to reduce work alienation by building a strong relationship with their colleagues (Li and Sun, 2015). In accordance with the view of Sulu et al (2010), empowerment serves a key role in reducing the sense of powerlessness, which is one of the important forms of work alienation.…”

Authoritarian leadership and task performance: the effects of leader-member exchange and dependence on leader

“…The dark or destructive side of leadership behavior has attracted the attention of many scholars and practitioners in recent years (Liao and Liu 2016). Much of the research has focused on authoritarian leadership (e.g., Chan et al 2013;Li and Sun 2015;Schaubroeck et al 2017), which is prevalent in Latin America, the Middle East, and Asia-Pacific business organizations (Pellegrini and Scandura 2008). Authoritarian leadership refers to the leadership that stresses the use of authority to control subordinates (Cheng et al 2004).…”

“…A substantial body of empirical research has also explored the influence of authoritarian leadership on followers' work-related behavior and outcomes. Authoritarian leadership is negatively related to employee voice (Chan 2014;Li and Sun 2015), organizational citizenship behavior (Chan et al 2013), employee creativity (Guo et al 2018), and employee performance (Chan et al 2013;Schaubroeck et al 2017;Shen et al 2019;Wu et al 2012), and such leadership is positively associated with employee deviant workplace behavior (Jiang et al 2017). In particular, studies concerning authoritarian leadership and employee performance have suggested that authoritarian leadership is negatively related to employee performance because subordinates of authoritarian leaders are likely to have low levels of the following: trust-in-supervisor, organization-based self-esteem, perceived insider status, relational identification, and thus, little motivation to improve performance (Chan et al 2013;Schaubroeck et al 2017;Shen et al 2019;Wu et al 2012).…”

Chinese employees’ leadership preferences and the relationship with power distance orientation and core self-evaluation

“…Although once often observed in Chinese organizations, there is evidence that more recently authoritarian leadership is becoming less popular. A number of recent studies demonstrate that leader authoritarianism results in negative employee outcomes (Cheng, Huang, & Chou 2002;Farh et al 2006;Li and Sun 2015;Wu et al 2012) partly due to followers' perception of abusiveness and injustice which undermine trust in their leaders (Wu et al 2012) while both trust and reciprocity have been empirically demonstrated as mediators in the relationship between leadership and employee attitudes (Jia et al 2007).…”

“…The same observation applies to leadership. On the one hand, traditional paternalistic leadership is still prevalent in Chinese business organizations (Cheng et al 2004;Li and Sun 2015). On the other hand, transformational leadership, which is actively advocated by western scholars and is considered the most effective leadership style (Bass 1990;Bass and Riggio 2006;Conger and Kanungo 1998), is also found in China (e.g., Li and Shi 2008;Sun et al 2014;Wang et al 2005).…”