The Moderating Role of Paternalistic Leadership Perception in the Effect of Decision Participation Atmosphere on Employee Voice

The research is designed to test the moderating role of paternalistic leadership perception in the effect of the atmosphere of participation in decision-making on employee voice. In this context, the research was conducted with 392 participants from manufacturing enterprises in the foreign trade sector by utilising quantitative research methods. The data obtained were subjected to frequency, reliability, explanatory factor analysis, correlation analysis, and regression analysis. According to the findings of Pearson correlation analysis, it was determined that the atmosphere of participation in decisions has a significant positive relationship with employee voice and paternalistic leadership perception. There is also a significant positive relationship between employee voice and perception of paternalistic leadership. In this case, it is seen that all variables have a positive relationship with each other. In addition, it has been observed that the atmosphere of participation in decisions has a statistically significant and positive effect on employee voice. However, it was determined that the perception of paternalistic leadership does not have a moderating role in the effect of the atmosphere of participation in decisions on employee voice. In line with these findings, it can be concluded that if an atmosphere of participation in decisions is created, employees may show vocalisation, and in this case, the facilitating role of leadership styles may not be needed. The fact that the research model has not been encountered before reveals the original aspect of the research and is expected to contribute to the literature with this aspect.