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An Empirical Research On The Effects Of Paternalistic Leadership On Employees' Voice Behavior

Posted on:2013-01-12Degree:DoctorType:Dissertation
Country:ChinaCandidate:B F JingFull Text:PDF
GTID:1119330374976439Subject:Business management
Abstract/Summary:PDF Full Text Request
In order to enhance the organization innovation and adaptability and to obtain the lastingcompetitiveness, the organization hopes that employees can provide the suggestions andopinions on continuous improvement about it actively, not just to complete the work withintheir duties. Employee voice which is the important thought source of organizationalinnovation, has great significance for organization change and development, is therefore paidmore and more attention to by the business circles and academia. Meanwhile, managementstudy is increasingly emphasizing localization. Understanding the Chinese employees'behavior characteristic must be under the Chinese unique cultural background. Based onthis background, mainly discussing on the influence on voice behavior from thepaternalistic leadership and its mechanisms have a very important practical and theoreticalsignificance in the context of Chinese companies.On the basis of reviewing and analyzing the existing literatures, according to the socialexchange theory, self-consistency theory, and organization personification and so on, thepaper puts forward a conceptual model and research hypothesizes at the individual level,from employee self-concept and psychology safety cognition perspective, along with the ideaof "paternalistic leadership→organization-based self-esteem/psychological safety→voicebehavior". The paper compiles the initial questionnaire by using domestic and foreign maturescales for reference. Based on the small samples pretest, asking experts and enterprise staffsadvices and group discussion and so on, the initial questionnaire is revised to form a formalinvestigation questionnaire. The questionnaire survey was conducted in private enterprises ofthe Pearl River Delta region, and acquired a total of508valid samples. Based on thereliability and validity analysis, and common method bias test, it tests the mediating effect oforganization-based self-esteem (OBSE) and psychological safety and the moderationrole of proactive personality by using the multiple linear regression equation mainly.The empirical results show that: There was a significant difference in OBSE betweendifferent education degree and position employees. There was a significant differencebetween different education degree employees with psychological safety. Demographyvariables, including gender, working tenure and position, impacted significant on employee voice behaviors. On the basis of controlling gender, education degree, working tenure andposition, benevolent behavior and moral behavior in the paternalistic leadershiphave significant positive impact on the subordinate voice behavior, while the negative effectfrom authoritarian behavior was not significant. OBSE and psychological safety playeda partial mediation role in the relationship between the benevolent leadership and employeevoice behavior. Psychological safety mediated fully in the relationship between the moralleadership and voice behavior. The proactive personality which has notable positive influenceon the employee voice behavior has a moderation effect on the relationship betweenpaternalistic leadership and employee voice behavior. That is, the higher the proactivepersonality of the employees, the smaller the positive influence on voice behaviors frombenevolent leadership and moral leadership, the smaller the negative impact on voicebehaviors from authoritarian leadership; the lower proactive personality of the employees, thebigger the positive affect on voice behaviors from benevolent leadership and moral leadership,the larger the negative effect on voice behaviors from the authoritarian leadership.Basic conclusions: Benevolent behavior and moral behavior of the paternalisticleadership are ones of the very important reasons that have influence on subordinates' voicebehavior. The influence of benevolent leadership on employee voice behavior is more thanthat of moral leadership. OBSE is the endogenous incentive factors of employee voice.Psychological safety is the necessary condition of voice behavior. Benevolent leadershipinfluenced on voice behavior, not only through realization of keeping psychological safety,but also through realization of strengthening self-perception. Moral leadership impacted onvoice behavior entirely through realization of keeping psychological safety. Proactivepersonality which is one of personality characteristics has a significant positive influence onemployee voice behavior. Proactive personality plays the moderation role into therelationship between paternalistic leadership and voice behavior. Such conclusions drawnfrom the research are of great significance to enterprise management practice.The main innovation points are:(1) Previous studies showed that the influence on voicebehavior from the western leadership behavior theory mainly, such as transformationalleadership, ethical leadership,abusive supervision and so on. The influence from thepaternalistic leadership, which belongs to the localization of leadership mode to reflect Chinese traditional culture, is relatively lack. In fact, some scholars believe that leadershipbehavior which is a phenomenon is embedded in a specific cultural situation. Its connotation,style and effectiveness vary in different cultures. The paper gets into from the paternalisticleadership in Chinese cultural background, which not only provides a new perspective ofemployee voice behavior happening, but also enriches the localization studies of leadershipbehavior efficiency.(2) The present studies had a theoretical discussion on the occurrencemechanisms of the paternalistic leadership influencing on employee voice behavior from theperspective of a sense of fairness, but did not provide the empirical text, and from a relativesingle perspective. This empirical research is to reveal the inherent mechanisms of voicebehavior happening not only from perspective of the psychological safety cognition, butalso from employee self-concept perception, which will not only make up the lack ofempirical researches in this area, but also further deepen theoretical knowledge aboutinternal relationship between the paternalistic leadership and voice behavior.(3) What's more,considering the proactive personality (personality characteristics) is validity in the process ofemployee voice behavior. Proactive personality plays the important moderation role into therelationship between paternalistic leadership (situational factors) and voice behavior, whichnot only confirms employees' organizational behavior influenced by personality factor, butalso expands and deepens the effectiveness study of the localization leadership behaviorbased on contingency thought.
Keywords/Search Tags:paternalistic leadership, voice behavior, organization-based self-esteem (OBSE), psychological safety, proactive personality
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