We examine the relationship between authoritarian leadership and employee silence behaviour with 324 employees in 16 state-owned manufacturing enterprises in China. We draw from theories of motivation and person–environment fit to explain the mediating roles of psychological safety and organization-based self-esteem, and the moderating effects of power distance orientation. Regression analyses show that authoritarian leadership has a positive relationship with employee silence behaviour. Mediation analyses show that both psychological safety and organization-based self-esteem partially mediate the relationship between authoritarian leadership and employee silence. Moderation analysis revealed that the direct relationship between authoritarian leadership and employee silence behaviour is stronger for employees with high (as opposed to low) power distance orientation. Additionally, moderated-mediation analyses show that the mediating effects of both psychological safety and organization-based self-esteem are stronger for employees with low (as opposed to high) power distance orientation. Implications for theory and practice are discussed.

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Building on the social distance theory of power, this study proposed the positive and negative mechanisms of power and their impacts on abusive supervision from the competitive perspectives of psychological distance and self-control. The boundary effects of independent self-construal were also analyzed. The hypotheses of this study were tested through questionnaires and an experimental study design. The Study 1 data were collected from 422 supervisors and subordinates from five private enterprises and one state-owned enterprise in Eastern China. Study 2, on the other hand, was conducted through a scenario-based experiment in which 180 part-time master of business administration (MBA) students from a university in Eastern China participated. All data were tested using polynomial regression analysis and a bootstrapping appraisal. The results revealed that (1) the relationship between power and abusive supervision is not significant; (2) psychological distance mediates the relationship between power and abusive supervision, with high power leading to higher psychological distance, which, in turn, strengthens abusive supervision; (3) self-control mediates the relationship between power and abusive supervision, with high power leading to higher self-control, which, in turn, weakens abusive supervision; (4) the mediating effect of psychological distance is stronger, and the mediating effect of self-control is weaker when independent self-construal is high rather than low. At the end of this study, the theoretical and practical implications are discussed.

Based on the power basis theory, this study examined the relationship between high-level talents’ perceived overqualification (POQ) and withdrawal behavior and the mediating role of sense of power. We also analyze the boundary effects of protected values and being trusted. The hypotheses of this study were tested through questionnaires gathered across three phases over 3 months from 371 high-level talents from 6 enterprises, 5 governments, and 13 universities in China. Hierarchical regression analyses and bootstrapping appraisals showed that: (1) POQ has a positive relationship with withdrawal behavior; (2) sense of power mediates the relationship between overqualification and withdrawal behavior, with high POQ resulting in low perceived power, which then reinforces withdrawal behavior; (3) the negative relationship between POQ and sense of power is stronger for high-level talents with high protected value (as opposed to low); (4) the negative relationship between sense of power and withdrawal behavior is stronger for high-level talents with highly being trusted (as opposed to low); (5) moderated-mediation analyses reveal that the mediating effects of sense of power are stronger for employees with high (as opposed to low) protected values or being trusted. At the end of this study, the theoretical and practical implications are discussed.