Two Dimensional of Authoritarian Leadership and Voice Behavior: A Self-regulation Theory View

[Speaker] Yeh, Yi-ting:1
[Co-author] Jen, Chin-kang:1, Lee, Ming-yen:2, Hsu, Wen-chung:1, Wang, Yi-hsien:1
1:National Sun Yat-sen University, Institute of Human Resource Management (Taiwan), 2:Chung Yuan Christian University, Department of Business Administration (Taiwan)

Authoritarian leadership is the most common leadership behavior in Chinese organizations and previous researches have shown it unbeneficial to subordinate attitude as well as organizational behavior. However, Chou et al (2010) pointed out that authoritarian leadership has two parts: autocracy and strict demands. This study uses the self-regulation and motivation viewpoints to explore: (1) the relationship between the dual dimension of authoritarian leadership and voice behavior of subordinates and (2) intermediary effect of approach/ avoidance motivation of subordinates.

The study carries out path analysis on 403 pairs of manager - subordinate samples collected from Taiwan's private sector. Results show that (1) autocratic leadership will trigger avoidance motivation in subordinates, leading to reduced voice behavior and (2) task-related authoritarian leadership will trigger approach motivation in subordinates, leading to increased voice behavior. Finally, there will be a discussion of the contributions and limitations of the study as well as future research direction.
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