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

Author

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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)

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.

Suggested Citation

  • Ying Xue & Xiyuan Li & Hao Liang & Yuan Li, 2020. "How Does Paradoxical Leadership Affect Employees’ Voice Behaviors in Workplace? A Leader-Member Exchange Perspective," IJERPH, MDPI, vol. 17(4), pages 1-24, February.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:4:p:1162-:d:319855
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    References listed on IDEAS

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    1. Frances J. Milliken & Elizabeth W. Morrison & Patricia F. Hewlin, 2003. "An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1453-1476, September.
    2. Kearney, Eric & Shemla, Meir & van Knippenberg, Daan & Scholz, Florian A., 2019. "A paradox perspective on the interactive effects of visionary and empowering leadership," Organizational Behavior and Human Decision Processes, Elsevier, vol. 155(C), pages 20-30.
    3. Shao, Yan & Nijstad, Bernard A. & Täuber, Susanne, 2019. "Creativity under workload pressure and integrative complexity: The double-edged sword of paradoxical leadership," Organizational Behavior and Human Decision Processes, Elsevier, vol. 155(C), pages 7-19.
    4. Amy C. Edmondson, 2003. "Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1419-1452, September.
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    1. Silu Chen & Yu Zhang & Lili Liang & Tao Shen, 2021. "Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory," IJERPH, MDPI, vol. 18(7), pages 1-16, March.

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