How Does Paradoxical Leadership Affect Employees’ Voice Behaviors in Workplace? A Leader-Member Exchange Perspective

Ying Xue, Xiyuan Li, Hao Liang and Yuan Li
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Ying Xue: Economics and Management School, Wuhan University, Wuhan, Hubei, 430072, China
Xiyuan Li: Economics and Management School, Wuhan University, Wuhan, Hubei, 430072, China
Hao Liang: Economics and Management School, Wuhan University, Wuhan, Hubei, 430072, China
Yuan Li: Economics and Management School, Wuhan University, Wuhan, Hubei, 430072, China

IJERPH, 2020, vol. 17, issue 4, 1-24

Abstract: We theorized and tested a leader-member perspective beyond the existing studies in paradoxical leadership and employee voice behavior. We proposed that paradoxical leadership influences employees’ voice behavior through psychological safety and self-efficacy. We also theorized that team size influences an extent to which the subordinates internalize their self-efficacy and psychological safety to exhibit proactive behavior. In a longitudinal study conducted on 155 subordinates and 96 supervisors in China, we found that when leaders adopt paradoxical behavior, employees are more likely to engage into promotive voice behavior; however, employees’ prohibitive voice behavior is reduced when their leaders adopt paradoxes in leadership behavior. Additionally, psychological safety mediates the relationship between paradoxical leadership and promotive voice behavior. Further, team size has significant interaction effects with psychological safety on promotive voice behavior.

Keywords: paradoxical leadership; voice behavior; psychological safety; self-efficacy; leader-member exchange theory; organizational citizenship behavior (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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