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      Authoritarian leadership and employee silence in China

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          Abstract

          We examine the relationship between authoritarian leadership and employee silence behaviour with 324 employees in 16 state-owned manufacturing enterprises in China. We draw from theories of motivation and person–environment fit to explain the mediating roles of psychological safety and organization-based self-esteem, and the moderating effects of power distance orientation. Regression analyses show that authoritarian leadership has a positive relationship with employee silence behaviour. Mediation analyses show that both psychological safety and organization-based self-esteem partially mediate the relationship between authoritarian leadership and employee silence. Moderation analysis revealed that the direct relationship between authoritarian leadership and employee silence behaviour is stronger for employees with high (as opposed to low) power distance orientation. Additionally, moderated-mediation analyses show that the mediating effects of both psychological safety and organization-based self-esteem are stronger for employees with low (as opposed to high) power distance orientation. Implications for theory and practice are discussed.

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                Author and article information

                Journal
                Journal of Management & Organization
                Journal of Management & Organization
                Cambridge University Press (CUP)
                1833-3672
                1839-3527
                January 2018
                January 18 2017
                January 2018
                : 24
                : 1
                : 62-80
                Article
                10.1017/jmo.2016.61
                f4179c38-5e35-4b13-bdbb-00262fc9e579
                © 2018

                https://www.cambridge.org/core/terms

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