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How and when top manager authentic leadership influences team voice: A moderated mediation model

Author

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  • Zheng, Xiaoming
  • Liu, Xin
  • Liao, Hui
  • Qin, Xin
  • Ni, Dan

Abstract

Extant research has primarily investigated the influence of middle managers on team voice. Extending this line of research, our work goes beyond the impact of middle managers by examining the role of top manager authentic leadership. Integrating social learning theory with authentic leadership theory, we argue that top manager authentic leadership indirectly affects team voice through middle manager authentic leadership. Furthermore, we investigate the moderating effect of middle manager power distance orientation on the mediation process. Results based on a two-wave, multiple-source, team-based field study support the cascading influence of top manager authentic leadership on team voice through middle manager authentic leadership. Middle manager power distance orientation enhances the relationship between top manager authentic leadership and middle manager authentic leadership, thereby strengthening the indirect effect of top manager authentic leadership on team voice through middle manager authentic leadership.

Suggested Citation

  • Zheng, Xiaoming & Liu, Xin & Liao, Hui & Qin, Xin & Ni, Dan, 2022. "How and when top manager authentic leadership influences team voice: A moderated mediation model," Journal of Business Research, Elsevier, vol. 145(C), pages 144-155.
    • Handle: RePEc:eee:jbrese:v:145:y:2022:i:c:p:144-155
    DOI: 10.1016/j.jbusres.2022.02.073
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    References listed on IDEAS

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    1. Jixia Yang & Zhi‐Xue Zhang & Anne S. Tsui, 2010. "Middle Manager Leadership and Frontline Employee Performance: Bypass, Cascading, and Moderating Effects," Journal of Management Studies, Wiley Blackwell, vol. 47(4), pages 654-678, June.
    2. Brown, Michael E. & Trevino, Linda K. & Harrison, David A., 2005. "Ethical leadership: A social learning perspective for construct development and testing," Organizational Behavior and Human Decision Processes, Elsevier, vol. 97(2), pages 117-134, July.
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    5. Hsin-Hua Hsiung, 2012. "Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process," Journal of Business Ethics, Springer, vol. 107(3), pages 349-361, May.
    6. Mayer, David M. & Kuenzi, Maribeth & Greenbaum, Rebecca & Bardes, Mary & Salvador, Rommel (Bombie), 2009. "How low does ethical leadership flow? Test of a trickle-down model," Organizational Behavior and Human Decision Processes, Elsevier, vol. 108(1), pages 1-13, January.
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    Cited by:

    1. Liuqi Sun & Chongrong Huang & Zhifan Wu & Chengyan Li, 2023. "How does humble leadership influence employee improvisation? A motivational perspective," Palgrave Communications, Palgrave Macmillan, vol. 10(1), pages 1-11, December.
    2. Damasceno Dias & Isabel C. P. Marques & Fernanda Nogueira, 2023. "The Central Role of Middle Leaders in Public Administration Facing Organizational Merger Policies," Public Administration Research, Canadian Center of Science and Education, vol. 12(1), pages 1-9, May.

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