In search of a cross-level mechanism linking paternalistic leadership to employee voice behavior

Jui-Chen Peng · Shiju Chen

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Job Satisfaction and Organizational Behavior Labor Movements and Unions Global and Cross-Cultural Management

Abstract

Purpose Drawing upon social-exchange, social-cognitive and leadership theory, this study explores whether and how a cross-level mechanism connects team-level traditional Chinese leadership (i.e. paternalistic leadership) to individual-level voice behavior. Design/methodology/approach Survey data were collected from 421 employees of 108 branches of four service-industry chains in Taiwan. Multilevel path models and hypotheses were tested using Mplus structural equation modeling software. Findings One subtype of team-level paternalistic leadership, benevolent leadership, was positively related to voice behavior, whereas another – authoritative leadership – had a negative relationship to it. Additionally, employees' voice self-efficacy and felt accountability each played a cross-level mediating role between team-level paternalistic leadership and voice behavior. Practical implications It is recommended that team leaders behave benevolently, and avoid excessive authoritativeness at work, as this will tend to encourage their employees to voice opinions. Organizations, meanwhile, are advised to introduce training and development sessions aimed at improving both felt accountability and voice self-efficacy among their employees, so that such voice behavior can be stimulated and strengthened. Originality/value This study provides a useful social-cognitive analysis of the mechanism underlying paternalistic leadership and employee voice behavior, and specifically, reveals that employees' felt accountability and voice self-efficacy play a mediating role in that relationship. This extends understanding of the leadership–voice relationship and adds value to traditional Chinese leadership literature.

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References

1995The need to belong: Desire for interpersonal attachments as a fundamental human motivation.2001Social Cognitive Theory: An Agentic Perspective 1965Exchange and Power in Social Life.1986The Explanatory and Predictive Scope of Self-Efficacy Theory 2000Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.1992Self-Efficacy: A Theoretical Analysis of Its Determinants and Malleability 2007Authentic Leadership: Development and Validation of a Theory-Based Measure†1998HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY.

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