Paternalistic leadership and employee voice in China: A dual process model
Paternalistic leadership and employee voice in China: A dual process model
复制标题
中国的家长式领导和员工声音：双重流程模型
DOI：
10.1016/j.leaqua.2014.01.002
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发表时间：
2015-02
影响因子：
7.5
通讯作者：
Xie Y. H.
中科院分区：
文献类型：
--
作者：
Zhang Y.;Huai M. Y.;Xie Y. H.
Drawing from social exchange and self-concept-based leadership theories, we investigate how paternalistic leadership — authoritarian, benevolent, and moral — affects employee voice from leader–member exchange (LMX) and status-judgment perspectives in the Chinese context. Data from 402 employees and their supervisors show that LMX and status-judgment mechanisms could work simultaneously in transmitting the influences of paternalistic leadership behaviors to employee voice. Authoritarian paternalistic leaders reduce employee voice by reducing their status judgment. Benevolent paternalistic leaders encourage employee voice by enhancing both LMX and status judgment. Moral paternalistic leaders positively influence employee voice mainly through LMX processes. We discuss theoretical and practical implications of the findings.
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DOI：
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发表时间：
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期刊：
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影响因子：
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作者：
I. Choi;Yimoon Choi
通讯作者：
I. Choi;Yimoon Choi
影响因子：
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作者：
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通讯作者：
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通讯作者：
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DOI：
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发表时间：
1997
期刊：
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影响因子：
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作者：
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通讯作者：
R. Liden;Raymond T. Sparrowe;Sandy J. Wayne
影响因子：
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A. Zhang;A. Tsui;Duanxu Wang