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The impact of authoritarian leadership on ethical voice : a moderated mediation model of felt uncertainty and leader benevolence.

Zheng, Y. and Graham, L. and Farh, J. L. and Huang, X (2019) 'The impact of authoritarian leadership on ethical voice : a moderated mediation model of felt uncertainty and leader benevolence.', Journal of business ethics. .

Abstract

In a sample of 522 police officers and staff in an English police force, we investigated the role of authoritarian leadership in reducing the levels of employee ethical voice (i.e., employees discussing and speaking out opinions against unethical issues in the workplace). Drawing upon uncertainty management theory, we found that authoritarian leadership was negatively related to employee ethical voice through increased levels of felt uncertainty, when the effects of a motivational-based mechanism suggested by previous studies were controlled. In addition, we found that the negative relationship between authoritarian leadership and employee ethical voice via felt uncertainty is mitigated by higher levels of benevolent leadership. That is, when authoritarian leaders simultaneously exhibit benevolence, they are less likely to cause feelings of uncertainty in their followers who are then more likely to speak up about unethical issues. We discuss theoretical and practical implications of the findings.

Item Type:Article
Full text:Publisher-imposed embargo until 09 August 2020.
(AM) Accepted Manuscript
First Live Deposit - 31 July 2019
File format - PDF
(701Kb)
Status:Peer-reviewed
Publisher Web site:https://doi.org/10.1007/s10551-019-04261-1
Publisher statement: This is a post-peer-review, pre-copyedit version of an article published in Journal of business ethics. The final authenticated version is available online at: https://doi.org/10.1007/s10551-019-04261-1
Record Created:31 Jul 2019 15:58
Last Modified:15 Aug 2019 14:18

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