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Authoritarian leadership and employee silence in China

Author

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  • Duan, Jinyun
  • Bao, Chanzi
  • Huang, Caiyun
  • Brinsfield, Chad Thomas

Abstract

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.

Suggested Citation

  • Duan, Jinyun & Bao, Chanzi & Huang, Caiyun & Brinsfield, Chad Thomas, 2018. "Authoritarian leadership and employee silence in China," Journal of Management & Organization, Cambridge University Press, vol. 24(1), pages 62-80, January.
    • Handle: RePEc:cup:jomorg:v:24:y:2018:i:01:p:62-80_00
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    Cited by:

    1. Aimin Yan & Hao Guo & Zhiqing E. Zhou & Julan Xie & Hao Ma, 2023. "How Moral Identity Inhibits Employee Silence Behavior: The Roles of Felt Obligation and Corporate Social Responsibility Perception," Journal of Business Ethics, Springer, vol. 187(2), pages 405-420, October.
    2. Qiufeng Huang & Kaili Zhang & Yanqun Wang & Ali Ahmad Bodla & Duogang Zhu, 2022. "When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability," IJERPH, MDPI, vol. 20(1), pages 1-17, December.
    3. Karakitapoğlu-Aygün, Zahide & Gumusluoglu, Lale & Erturk, Alper & Scandura, Terri A., 2021. "Two to Tango? A cross-cultural investigation of the leader-follower agreement on authoritarian leadership," Journal of Business Research, Elsevier, vol. 128(C), pages 473-485.
    4. Lee, Jeoung Yul & Kim, Sunghoon & Noh, Shinwon & Jang, Seung Hoon & Lee, Sang Youn, 2024. "Paradoxical organizational culture, authoritarian leadership, and international firm performance: evidence from international firms in China," Journal of International Management, Elsevier, vol. 30(1).
    5. Yuhuan Xia & Yubo Liu & Changlin Han & Yang Gao & Yuanyuan Lan, 2022. "How Does Environmentally Specific Servant Leadership Fuel Employees’ Low-Carbon Behavior? The Role of Environmental Self-Accountability and Power Distance Orientation," IJERPH, MDPI, vol. 19(5), pages 1-17, March.
    6. Zhining Wang & Shuang Ren & Doren Chadee & Yuhang Chen, 2024. "Employee Ethical Silence Under Exploitative Leadership: The Roles of Work Meaningfulness and Moral Potency," Journal of Business Ethics, Springer, vol. 190(1), pages 59-76, February.

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