Paternalistic leadership and employee voice: Does information sharing matter?

Chi Hong Simon Chan

Research output: Journal article publicationJournal articleAcademic researchpeer-review

60 Citations (Scopus)


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.
Original languageEnglish
Pages (from-to)667-693
Number of pages27
JournalHuman Relations
Issue number6
Publication statusPublished - 1 Jan 2014


  • employee voice
  • information sharing
  • paternalistic leadership

ASJC Scopus subject areas

  • Arts and Humanities (miscellaneous)
  • Social Sciences(all)
  • Strategy and Management
  • Management of Technology and Innovation

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