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

被引：22
作者：
Zheng, Xiaoming [1 ]
Liu, Xin [2 ]
Liao, Hui [3 ]
Qin, Xin [4 ]
Ni, Dan [4 ]
机构：
[1] Tsinghua Univ, Sch Econ & Management, Beijing, Peoples R China
[2] Renmin Univ China, Renmin Business Sch, Beijing, Peoples R China
[3] Univ Maryland, Robert H Smith Sch Business, College Pk, MD 20742 USA
[4] Sun Yat Sen Univ, Sun Yat Sen Business Sch, Guangzhou, Guangdong, Peoples R China
来源：
JOURNAL OF BUSINESS RESEARCH | 2022年 / 145卷
基金：
中国国家自然科学基金;
关键词：
Team voice; Top manager authentic leadership; Middle manager authentic leadership; Power distance orientation; Moderated mediation model; POWER DISTANCE; EMPLOYEE VOICE; TRANSFORMATIONAL LEADERSHIP; ABUSIVE SUPERVISION; ETHICAL LEADERSHIP; CROSS-LEVEL; PROCEDURAL JUSTICE; PROHIBITIVE VOICE; MEMBER EXCHANGE; BEHAVIOR;
D O I：
10.1016/j.jbusres.2022.02.073
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
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.
引用
收藏
页码：144 / 155
页数：12
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