标题：Benevolent paternalistic leadership behavior and follower's radical creativity: The mediating role of follower's voice behavior and moderating role of follower's power distance orientation
期刊名称：International Journal of Research in Business and Social Science
印刷版ISSN：2147-4478
出版年度：2021
卷号：10
期号：3
页码：156-176
DOI：10.20525/ijrbs.v10i3.1142
出版社：Society for the Study of Business & Finance
摘要：The present study investigates the follower's voice behavior (FVB) as a mediator and follower power distance orientation (FPDO) as a moderator in relationship with Benevolent Paternalistic Leadership Behavior (BPLB) and followers' radical creativity (FRC) with an Asian context based on the social exchange and social learning theory. The study is quantitative and deductive, which surveyed 272 manufacturing industry leaders-followers used to collect the data. Findings show that BPLB with higher follower’s voice behavior directly or indirectly enhances the FRC. When the leader-follower collaborative exchange or interactions are high/low, followers' responsibility and accountability are also high/low, which determines follower’s radical creativity. In contrast, the leader-follower relationship is obfuscated and blinded when the leader's subordinates' cooperative voice engagement or involvement is low congruously. Manufacturing industries should engage in leadership training that can promote creativity and innovation. Although considering the limitation and the study provides the theoretical, managerial, and practical implication for the managers, policymakers, governmental authority, and society.
其他摘要：The present study investigates the follower's voice behavior (FVB) as a mediator and follower power distance orientation (FPDO) as a moderator in relationship with Benevolent Paternalistic Leadership Behavior (BPLB) and followers' radical creativity (FRC) with an Asian context based on the social exchange and social learning theory. The study is quantitative and deductive, which surveyed 272 manufacturing industry leaders-followers used to collect the data. Findings show that BPLB with higher follower’s voice behavior directly or indirectly enhances the FRC. When the leader-follower collaborative exchange or interactions are high/low, followers' responsibility and accountability are also high/low, which determines follower’s radical creativity. In contrast, the leader-follower relationship is obfuscated and blinded when the leader's subordinates' cooperative voice engagement or involvement is low congruously. Manufacturing industries should engage in leadership training that can promote creativity and innovation. Although considering the limitation and the study provides the theoretical, managerial, and practical implication for the managers, policymakers, governmental authority, and society
