Paternalistic leadership and employee voice: Does information sharing matter?

Abstract

The study examined the impact of paternalistic leadership behaviors, including authoritarian, benevolent and moral leadership, and information sharing on employee voice and whether information sharing moderates the effects. Using a sample of 286 leader–follower dyads collected from a manufacturing firm, the results indicated that authoritarian leadership was negatively, and moral leadership positively, associated with employee voice. Also, the positive relationship between moral leadership and employee voice was stronger when employees received higher levels of information sharing. Implications for theory and practice are discussed.