Effects of Machiavellian ethical leadership and employee power distance on employee voice

2017 ◽  
Vol 45 (9) ◽  
pp. 1485-1498 ◽  
Author(s):  
Won Jun Kwak ◽  
Ji Hyun Shim
Keyword(s):  
Ethical Leadership ◽  
Leadership Training ◽  
Organizational Context ◽  
Power Distance ◽  
Training And Development ◽  
Employee Voice ◽  
Work Behaviors ◽  
Leader Behaviors ◽  
Power Distance Orientation ◽  
Ethical Leader

We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor–employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voice were intensified in the particular organizational context of higher, versus lower, employee power distance orientation. Given the major finding that ethical leader behaviors demonstrated by Machiavellian supervisors were effective whether or not they were genuine, ethical leadership training and development are suggested to help promote desirable employee work behaviors, including voice.

When does benevolent leadership inhibit silence? The joint moderating roles of perceived employee agreement and cultural value orientations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaobei Li ◽  
Lu Xing
Keyword(s):  
Power Distance ◽  
Value Orientations ◽  
Cultural Value ◽  
Hierarchical Regression ◽  
Leader Behaviors ◽  
Content Type ◽  
Power Distance Orientation ◽  
Benevolent Leadership ◽  
Employee Silence ◽  
Simple Slope

PurposeThis study's purpose is to examine benevolent leadership's effect on employee silence, as moderated by perceived employee agreement on leader behaviors and cultural value orientations.Design/methodology/approachTwo-wave survey data were collected from 240 Chinese employees working in various industries. Hierarchical regression and simple slope analysis were used to test the hypotheses.FindingsBenevolent leadership was negatively related to employee silence. When perceived employee agreement on leader behaviors was high, employees with high power-distance orientation or low vertical individualism were more sensitive to benevolent leadership and engaged in less silence.Practical implicationsManagers are advised to exhibit benevolent behaviors to mitigate employees' tendency to remain silence. Organizations and managers can also design interventions to encourage employees with low power distance or high vertical individualism to speak up.Originality/valueThis study advances the understanding of the relationship between benevolent leadership and employee silence. By highlighting the moderating role of employees' perception of leader behaviors and their cultural value orientations, this study helps explain the conditions that when employees choose to keep silence or not.

scholarly journals Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation

2020 ◽  
Vol 9 (3) ◽  
pp. 25
Author(s):  
Hung-Yi Liao ◽  
Kang-Hwa Shaw
Keyword(s):  
Authentic Leadership ◽  
Power Distance ◽  
Employee Voice ◽  
Future Directions ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Managerial Implications ◽  
The Relationship ◽  
Moderating Role

Based on social learning theory, this paper investigated the relationship between authentic leadership and employee voice as well as the mediating role of felt obligations for change, and the moderating role of power distance orientation. Using a questionnaire survey, we collected employee data in China, and obtained 183 usable responses to test our hypotheses. The results show that authentic leadership is positively related to employee voice, authentic leadership positively influences felt obligations for change, and felt obligations for change mediates the relationship between authentic leadership and employee voice. Further, power distance orientation moderates the influence of authentic leadership on felt obligations for change. Theoretical implications, managerial implications, and future directions are discussed.

How does ethical leadership influence employees' whistleblowing intention? Evidence from China

2016 ◽  
Vol 44 (8) ◽  
pp. 1255-1266 ◽  
Author(s):  
Peng Wen ◽  
Cheng Chen
Keyword(s):  
Ethical Leadership ◽  
Moral Identity ◽  
Power Distance ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Leadership Influence ◽  
The Relationship ◽  
Moderating Role ◽  
Whistleblowing Intention

We investigated the relationship between ethical leadership and employees' whistleblowing intention, along with the mediating role of moral identity and the moderating role of power distance orientation. We conducted a 2-wave survey with 172 participant managers in China. Results indicated that ethical leadership was positively related to employees' whistleblowing intention and this relationship was mediated by moral identity. Moreover, employee power distance orientation positively moderated the relationship between ethical leadership and moral identity, such that the relationship was stronger for high power distance orientation employees than for those with a low power distance orientation. Theoretical contributions and practical implications are discussed.

Ethical leadership and work engagement

2018 ◽  
Vol 56 (9) ◽  
pp. 1991-2005 ◽  
Author(s):  
Israr Ahmad ◽  
Yongqiang Gao
Keyword(s):  
Work Engagement ◽  
Ethical Leadership ◽  
Banking Sector ◽  
Psychological Empowerment ◽  
Power Distance ◽  
Content Type ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Employee Work Engagement ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the mediating role of psychological empowerment in the relationship between ethical leadership and employee work engagement as well as the moderating effect of power distance orientation.Design/methodology/approachWith a multi-wave survey, this paper uses a sample of 251 employees from the banking sector in Pakistan to test the hypotheses.FindingsThe results reveal that psychological empowerment partially mediates the relationship between ethical leadership and employee work engagement. Besides, power distance orientation mitigates the positive relationship between ethical leadership and psychological empowerment as well as the indirect effect of ethical leadership on employee work engagement via psychological empowerment.Originality/valueThis study contributes to the existing ethical leadership literature by identifying psychological empowerment as an additional mediator and power distance orientation as a boundary condition, in the relationship between ethical leadership and employee work engagement.

When leadership elicits voice: Evidence for a mediated moderation model

2017 ◽  
Vol 24 (1) ◽  
pp. 40-61 ◽  
Author(s):  
Chang-Wook Jeung ◽  
Hea Jun Yoon
Keyword(s):  
Psychological Empowerment ◽  
Management Practice ◽  
Power Distance ◽  
Underlying Mechanism ◽  
Future Research ◽  
Leader Behaviors ◽  
Power Distance Orientation ◽  
Indirect Path ◽  
Moderation Model ◽  
Prosocial Voice

AbstractThe aim of this study is to examine the influence of humble and empowering leader behaviors on the prosocial voice of subordinates. We also investigate subordinate power distance orientation as a possible moderator of this relationship and subordinate psychological empowerment as the underlying mechanism behind this moderated effect. Findings from 306 employees of a Korean business conglomerate indicated that humble and empowering leadership were positively related to the prosocial voice of subordinates, and the moderation effects of subordinates’ power distance orientation between these two types of leader behaviors and subordinates’ prosocial voice were fully mediated by the extent to which they felt psychologically empowered. Our findings indicated that the moderation for the main effect between leadership and voice was caused by the significant moderating effect in the indirect path between two main variables via psychological empowerment. We conclude by highlighting implications for management practice and identifying avenues for future research.

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