The Effect Of Paternalistic Leadership On Employee Voice Behavior

Under the background of the rapid social and economic development, organizationsface increasingly fierce market competition and complex internal and externalenvironment. In this context, how to make organizations survival and development hasbecome an issue of the most concern. More and more organizations have realized thatOrganizations to long-term survival and development can not only rely on the manager,but every member of the organization, especially employee voice. China has long beeninfluenced by Confucianism, and differs from western countries on the culturalbackground and cultural values. The value orientation of Chinese people remained silent,coupled with the risk of voice behavior itself, to some extent, inhibit employee voice.With employee voice behavior research gradually, scholars have found that leadershipbehavior is also an essential factor to affect voice behavior, and should be taken seriouslyand in-depth research. However, the research on the relationship between leadershipbehavior and employee voice behavior is dominated by Western leadership theory, notrefer to the Chinese leadership theory. Therefore, mainly discussing on the influence onvoice behavior from thepaternalistic leadership and its mechanisms have a very importantpractical and theoretical significance in the context of Chinese companies.On the basis of existing literature, this study makes an empirical analysis based on347effective questionnaires, tries to study the effect of paternalistic leadership onemployee voice behavior, especially about the mediation role of organization-basedself-esteem. The results show that benevolent and moral leadership of paternalisticleadership have significant positive influences on employee voice behavior, whileauthoritarian leadership has a negative predictive power；organization-based self-esteemplays a mediating role between paternalistic leadership and employee voice behavior.The results are as follows:(1) Benevolent leadership and moral leadership have significant positive influences onemployee voice behavior, while authoritarian leadership has a negative role.(2) Benevolent leadership and moral leadership have significant positive influences onorganization-based self-esteem, while authoritarian leadership has a negative role.(3) Organization-based self-esteem has a positive predictive power on employee voice behavior.(4) Organization-based self-esteem play full mediating role between moral andauthoritarian leadership and employee voice behavior, while it plays partial mediatingrole between benevolent leadership and employee voice behavior.Research implications: leaders should carefully use the authoritarian and controlbehavior, and provide more support and assistance to their subordinates in themanagement process. Meanwhile, leaders should also respect their subordinates,recognize subordinate capacity, improve their organization-based self-esteem and makethem willing to put forward the proposals for organization’s development.