The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence

Yuyan Zheng*, Les Graham, Jiing Lih Farh, Xu HUANG

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

1 Citation (Scopus)

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.

Original languageEnglish
Pages (from-to)133-146
Number of pages14
JournalJournal of Business Ethics
Volume170
Issue number1
DOIs
Publication statusPublished - Apr 2021

Scopus Subject Areas

  • Business and International Management
  • Business, Management and Accounting(all)
  • Arts and Humanities (miscellaneous)
  • Economics and Econometrics
  • Law

User-Defined Keywords

  • Authoritarian leadership
  • Ethical voice
  • Felt uncertainty

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