| As voice behavior is one primary component of staff proactivity, it is of greatsignificance to drive organizational continuous improvement and maintain its innovationvigor in voice behavior campaign. According to previous research, it suggests thatemployees are often reluctant to speak out and engage in a low participation in voicebehavior. And leaders exhibit autocratic behaviors and subordinates have no chance to putforward suggestions. It is thus clear that leadership has a great impact on subordinates’voice behavior. Therefore, this paper further explores the impact that paternalisticleadership, based on the oriental culture, exerts on subordinates’ voice behavior and therole that PsyCap and reward-punishment strategy played in enhancing employees’ voicebehavior.The thesis discusses the influence of paternalistic leadership on voice behavior andinvestigates the mediating role of psycap and the moderating role of reward-punishmentstrategy with a sample of360employees. The analysis results indicated that position, ageand the years of working in present unit exert significant effect on subordinates’ voicebehavior. By a manipulation of these demographic variables, the following results wereconcluded:(1) benevolent leadership and ethical leadership relate positively to voicebehavior;(2) authoritarian leadership relates negatively to voice behavior with a sample ofmiddle-aged;(3) benevolent leadership and ethical leadership relate positively to PsyCap;(4) authoritarian leadership relates negatively to PsyCap with a sample of middle-aged;(5)PsyCap relates positively to voice behavior;(6) PsyCap partially mediates the relationshipbetween benevolent leadership, ethical leadership, authoritarian leadership and voicebehavior;(7) Reward-Punishment strategy moderates the relationship between PsyCapand voice behavior. Base on the discussion above, the results are not only of theoreticalvalue, but also provide thoughts and solutions for organizational management practice. |
PDF Full Text Request