Paternalistic leadership and employee voice in China: A dual process model

Abstract

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.