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| Why Chinese Employees Like to Keep Silent? The Negative Impact of Authoritarian Leadership on the Employee Voice |
| ZHOU Jian tao1,LIAO Jian qiao2 |
| 1. Huazhong University of Science and Technology2. |
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Abstract In contemporary organizations, competitive advantage can come from ideas employees communicate to supervisors for improving processes, products, and services. One approach to study employee communications with supervisors is voice behavior. Particularly many researches reveal that employees are hesitant to express their opinions or voice their views in Chinese context, which was thought to have context–specific reasons. In this research, we consider authoritarian leadership and the individual cultural value orientation of power distance as predictors of voice. In a survey-based study of 286 employees and their supervisors, we found that authoritarian leadership and employee power distance both have significant effects on employee voice, and employee power distance moderated the relationship between authoritarian leadership and employee voice. Employee psychological empowerment fully mediated the contribution of the interaction of authoritarian leadership and employee power distance, a
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Received: 23 May 2012
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Corresponding Authors:
ZHOU Jian tao
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2012, Vol. 1 
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