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Journal of Business Ethics

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11-10-2017 | Original Paper

Why and When Employees Like to Speak up More Under Humble Leaders? The Roles of Personal Sense of Power and Power Distance

Authors: Xiaoshuang Lin, Zhen Xiong Chen, Herman H. M. Tse, Wu Wei, Chao Ma

Published in: Journal of Business Ethics | Issue 4/2019

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Abstract

Research investigating the underlying mechanisms and boundary conditions under which leader humility influences employee voice remains underdeveloped. Drawing from approach–inhibition theory of power and leader humility literature, we developed a moderated-mediation model in which personal sense of power (i.e., employees’ ability to influence other individuals such as their leader) was theorized as a unique mechanism underlining why employees feel motivated to speak up under the supervision of humble leaders. Additionally, the cultural value of power distance was proposed to be a relevant boundary condition to influence such relationship. We tested the model using time-lagged supervisor–subordinate matched data. Results of mixed models analyses provided support for our hypotheses confirming that employees’ personal sense of power mediates the relationship between leader humility and employee voice, and such relationship was found to be stronger when employees’ power distance was lower rather than higher.

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In the current study, we adopt a different theoretical perspective (i.e., the approach–inhibition theory of power; Keltner et al. 2003) to examine the leadership–voice relationship. A review of the literature suggests that very few major theories have been used to explain the potential effects of different leadership styles on employee voice. Zhang et al. (2015) used the social exchange theory to examine the relationship between paternalistic leadership and employee voice. Hsiung (2012) investigated the influence of authentic leadership on voice based on leader-member exchange theory (LMX), and Mo and Shi (2016) explored the relationship between ethical leadership and voice using the affect theory of social exchange. Tangirala and Ramanujam (2012) used logic (based on expectancy theory) to explain how supervisor consultation enhanced subordinates’ upward voice via motivational states and employees’ beliefs, and thus affected key decisions in organizations. Burris et al. (2008) used the LMX theory to examine the indirect relationship between LMX and subordinates’ voices via the meditating role of psychological detachment. Conversely, the current study adopts the approach–inhibition theory of power. This theory is deemed relevant to the current research because it explains the role of personal sense of power as a mediator, and the individual cultural value of power distance as a moderator. Further, it has not been previously used to explain the leadership–voice relationship.

An additional analysis was conducted to test the first-stage moderation (i.e., the effect of the joint effect of employees’ power distance and leader humility on personal sense of power); however, the results did not support this moderation. The results of this additional analysis are available upon request.

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Title: Why and When Employees Like to Speak up More Under Humble Leaders? The Roles of Personal Sense of Power and Power Distance
Authors: Xiaoshuang Lin
Zhen Xiong Chen
Herman H. M. Tse
Wu Wei
Chao Ma
Publication date: 11-10-2017
Publisher: Springer Netherlands
Published in: Journal of Business Ethics / Issue 4/2019
Print ISSN: 0167-4544
Electronic ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-017-3704-2

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