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An empirical study on the effect of paternalistic leadership on employees’ voice behaviors –the intermediary role of psychological empowerment

Abstract At the perspective of employees’ psychological empowerment, the investigation and empirical analysis of 284 questionnaires was conducted to open up influencing mechanism. Between paternalistic leadership and employees’ voice behaviors. The results show that, the three behavior patterns and combinations of the paternalistic leadership have differences in the effect path and strength on the employees’ voice behaviors. Firstly, the leader with authoritarian, benevolent and moral behavior plays the strongest role in promoting voice behaviors of his subordinates, and the role derives from direct positive impacts of authoritarian behavior and indirect impacts of benevolent behavior through psychological empowerment. Secondly, the role which the leader only with benevolent behavior plays follows the former, and comes from the indirect impact of benevolent behavior through psychological empowerment. Thirdly, the leader with authoritarian and benevolent behavior, the leader only with moral behavior, the leader with benevolent and moral behavior and the leader with authoritarian and moral behavior also have a positive role in promoting the employees’ voice behaviors, but the strength decreases one by one. Finally, the leader only with authoritarian behavior produces negative effects on the employees’ voice behaviors through psychological empowerment.