The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence

Zheng, Yuyan; Graham, Les; Farh, Jiing‐Lih; Huang, Xu

doi:10.1007/s10551-019-04261-1

Cited by 70 publications

(102 citation statements)

References 83 publications

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“…The results revealed that the four-factor measurement model had a good fit ( Table 2 ), i.e., χ 2 = 196.05, χ 2 /df = 1.74, CFI (Comparative Fit Index) = 0.90, TLI (Tucker-Lewis Index) = 0.87, RMSEA (Root Mean Square Error of Approximation) = 0.07, and SRMR (Standardized Root Mean Square Residual) = 0.07, as compared with other alternative models. Although the hypothesis model had a relatively low TLI value, as suggested by Zheng et al [ 71 ], the observed items had significant loadings on their respective latent factors, supporting the measurements used in this study. Second, we utilized SPSS software v19.0 (IBM, Almaden, CA, USA) to conduct Herman’s single factor test on the survey data.…”

Section: Resultssupporting

confidence: 84%

Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory

Chen

Zhang

Lili

et al. 2021

IJERPH

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As an emerging Chinese indigenous leadership style, paradoxical leadership has received considerable attention from researchers. Many studies have demonstrated the positive impact of paradoxical leadership on employees, teams, and organizations; however, there is less information on how paradoxical leaders influence their own work outcomes. On the basis of self-regulation theory, in this study, we examined the impact of paradoxical leadership on leaders’ task performance. In addition, we investigated the mediating effects of job crafting and career resilience on this relationship. Through a survey of 120 leaders and 271 of their immediate followers, our empirical analysis found the following: (1) paradoxical leadership was positively related to leaders’ task performance, (2) job crafting mediated the relationship between paradoxical leadership and leaders’ task performance, and (3) career resilience positively moderated the relationship between paradoxical leadership and job crafting, and had an indirect effect on task performance through job crafting. Our model offers novel insights into the paradoxical leadership literature and implications for improving leaders’ job crafting and task performance.

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Section: Resultssupporting

confidence: 84%

Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory

Chen

Zhang

Lili

et al. 2021

IJERPH

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“…Ethical voice. Ethical voice was measured by a four-item scale (Zheng, Graham, Farh, & Huang, 2019), adapted from Tucker, Chmiel, Turner, Hershcovis, and Stride's ( 2008) safety voice measure. We used this measure because it specifically focuses on voice targeted at colleagues, such as "telling a colleague who is doing something unsafe to stop."…”

Section: Ethical Value Internalizationmentioning

confidence: 99%

Ethical Leadership and Ethical Voice: The Mediating Mechanisms of Value Internalization and Integrity Identity

Zheng

Epitropaki²,

Graham

et al. 2021

Journal of Management

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Drawing upon self-concept and social-information processing perspectives, we theorize and test a model linking ethical leadership with ethical voice via ethical value internalization and integrity identity. In two field studies ( N = 972 and N = 765, respectively) of police officers and staff in the United Kingdom and an online three-wave study ( N = 448), we investigate the mediating role of ethical value internalization and integrity identity in the relationship between ethical leadership and ethical voice. Study 1 uses time-lagged data and demonstrates ethical leadership to be positively related to followers’ ethical value internalization, which in turn enhances their integrity identity and ethical voice. The serial mediation effect of the relationship between ethical leadership and ethical voice via employees’ ethical value internalization and integrity identity is also significant. Further support for our hypotheses is provided using multisource data (Study 2) and a three-wave cross-lagged design (Study 3). Theoretical and practical implications are discussed.

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“…Perceived uncertainty of management style was assessed with a three-item scale developed by Thau et al (2009) . The sample item was “I find management’s actions and decisions unpredictable.” Moreover, leader busyness reflects that the leader has a lot of work to do, which is related to the effectiveness of leaders ( Zheng Y. et al, 2019 ). We propose that perceived leader busyness positively relates to perceived leadership effectiveness.…”

Section: Study One: Scale Development and Validationmentioning

confidence: 99%

“…When followers convey limited and vague information, leaders may find it difficult to accurately understand the work status of followers ( Brown et al, 2015 ). At the same time, leaders may misinterpret limited information of followers as challenging—or disrespectful ( Mead and Maner, 2012 ; Zheng Y. et al, 2019 ), which may lead to negative evaluations for followers. To capture the full picture of leaders’ evaluation of followers, we focus on leaders’ task performance evaluation, conscientiousness behavior evaluation, and counterproductive behavior evaluation of followers.…”

Section: Introductionmentioning

confidence: 99%

The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers

Huang

Zhang

2021

Front. Psychol.

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How leaders influence followers have been a hot topic in both research and practice. Yet, prior studies have primarily focused on the impact of one leadership style, while overlooking how a leadership role may influence behavioral expressions of leaders. Particularly, being a leader means having to face time demands and workload pressure, and thus, busyness becomes a common phenomenon for leaders. Focused on perceived leader busyness, we had examined how it may influence employee interactions with leaders and how those interactions influenced leader evaluations of the performance of followers. Based on sensemaking theory, we propose that when followers have a high level of perspective taking, they are more likely to take avoidance behavior when perceiving leaders as of high busyness. Further, when followers engage in interaction avoidance behavior, leaders may consider followers as hiding errors or intentionally concealing their work process, which reduces positive evaluations (i.e., task performance and conscientiousness evaluation) while enhancing negative evaluation (i.e., deviance behavior) toward followers. We conducted two studies. Study one was conducted with a 25 participants interview and data of 297 employees to show scale validity of perceived leader busyness. Study two was conducted with 377 employees and their direct supervisors. Applying the complex modeling method, we found that followers with low-level perspective taking are less likely to engage in interaction avoidance behavior, even when perceiving leaders as high busyness; interaction avoidance behavior of followers has a positive relationship with counterproductive behavior evaluation of leaders, but a negative relationship with conscientiousness behavior evaluation. This study enriches the dyadic interactions between leaders and followers. In addition, it also shows the burden of perspective taking.

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The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence

Cited by 70 publications

References 83 publications

Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory

Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory

Ethical Leadership and Ethical Voice: The Mediating Mechanisms of Value Internalization and Integrity Identity

The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers

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