UM
Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics
Lam,Long W.1; Xu,Angela J.2
2019-07-01
Source PublicationApplied Psychology
ISSN14640597 0269994X
Volume68Issue:3Pages:513-546
AbstractEmployee silence is a costly but omnipresent phenomenon in modern organisations. In this study, we focus on two forms of silence: defensive silence based on fear and acquiescent silence based on resignation. Given the power imbalance in supervisor–subordinate relationships, we hypothesise that abusive supervision is an antecedent of subordinates’ defensive silence and that a subordinate’s power distance orientation affects acquiescent silence. We investigate the interaction effects of abusive supervision and power distance orientation on these two types of silence. Perceived organisational politics may also aggravate such interactive effects. Based on data collected from 159 junior employees in China in two periods, we find that abusive supervision is associated with employee defensive silence and moderates high-power-distance employees’ tendency to engage in acquiescent silence. When perceiving high politics in the organisation, high-power-distance employees are more sensitive to abusive supervision and engage in more defensive silence. A highly political organisational context also accentuates abusive supervision’s moderating effect on the relation between employees’ power distance orientation and acquiescent silence. We conclude with theoretical and practical implications for the silence literature.
DOI10.1111/apps.12170
URLView the original
Language英语
Fulltext Access
Citation statistics
Cited Times [WOS]:2   [WOS Record]     [Related Records in WOS]
Document TypeJournal article
CollectionUniversity of Macau
Corresponding AuthorXu,Angela J.
Affiliation1.University of Macau,,Macao
2.Jinan University,,China
First Author AffilicationUniversity of Macau
Recommended Citation
GB/T 7714
Lam,Long W.,Xu,Angela J.. Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics[J]. Applied Psychology,2019,68(3):513-546.
APA Lam,Long W.,&Xu,Angela J..(2019).Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics.Applied Psychology,68(3),513-546.
MLA Lam,Long W.,et al."Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics".Applied Psychology 68.3(2019):513-546.
Related Services
Recommend this item
Bookmark
Usage statistics
Export to Endnote
Google Scholar
Similar articles in Google Scholar
[Lam,Long W.]'s Articles
[Xu,Angela J.]'s Articles
Baidu academic
Similar articles in Baidu academic
[Lam,Long W.]'s Articles
[Xu,Angela J.]'s Articles
Bing Scholar
Similar articles in Bing Scholar
[Lam,Long W.]'s Articles
[Xu,Angela J.]'s Articles
Terms of Use
No data!
Social Bookmark/Share
All comments (0)
No comment.
 

Items in the repository are protected by copyright, with all rights reserved, unless otherwise indicated.