A multilevel study on antecedents of manager voice in Chinese context

作者：Wang Lin^*; Huang Jiaxin; Chu Moping; Wang Xiaohui

来源：Chinese Management Studies, 2010, 4(3): 212-230.

DOI：10.1108/17506141011074110

• China
• Managers
• Leaders
• Fmployee relations
• Self esteem

Purpose - The purpose of this paper is to investigate the antecedents of manager voice in Chinese business from the theory of plan behavior perspective The paper focuses on how antecedents including organization based self esteem psychological ownership and supervisor subordinate guanxi influence manager voice It also examines the cross level moderating effect of Chinese indigenous leadership style authoritarian leadership on the relationships between antecedents and manager voice
Design/methodology/approach - A literature review on manager voice, organization based self esteem psychological ownership supervisor subordinate guanxi and authoritarian leadership provided the model and hypothesis Using a sample of 262 supervisor subordinate dyads collected in Chinese business a cross level analysis was conducted to test the model and hypothesis
Findings - The results of hierarchical linear modeling show that on a individual level, in comparison with the organization based self esteem and psychological ownership supervisor subordinate guanxi is a more critical factor influencing manager voice on a group level authoritarian leadership is negatively related to manager voice and authoritarian leadership moderates the relationship between the supervisor subordinate guanxi and the manager voice for weak authoritarian leadership group the positive relationship between supervisor subordinate guanxi and manager voice is stronger
Research limitations/implications - It was a cross sectional study and the samples were limited to Chinese business It is necessary to replicate this research in other organization contexts The results indicate that indigenous guanxi and authoritarian leadership significantly influence manager voice which advances voice research in Chinese management studies
Practical implications - Results of the study suggest top Chinese business leaders should strengthen the interpersonal relationship between supervisors and subordinates in order to encourage manager voice Moreover, the top leaders should change their authoritarian leadership to facilitate voice behavior
Onginality/value - The paper is original in its investigation on how Chinese indigenous organizational factors guanxi and authoritarian leadership influence manager voice The paper also explains the relationships between antecedents and manager voice from a cross level perspective

• 出版日期2010
• 单位中山大学