Paternalistic leadership and employee voice: Does information sharing matter?

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Leveraging the employee voice: a multi-level social learning perspective of ethical leadership (2019, background): “In studying the antecedents of voice behavior, existing literature has evidenced the positive effect of ethical leadership on employee voice behaviors (Avey et al., 2012; Chan, 2014; Chen & Hou, 2016).”
Relational job crafting: Exploring the role of employee motives with a weekly diary study (2018, background): “These engaged employees who have expanded their relational networks are also likely to engage in voice that refers to active and constructive endeavours to improve organizational functioning (Chan, 2014), and that concentrates on changing the status quo (Raub and Robert, 2010).”
The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence (2019, background): “In contrast, when leader benevolence is low, the follower will have less information on their leader’s intentions and preferences (Chan 2014), and will thus feel higher uncertainty due to concerns of the risk of facing severe sanctions from a leader who has little regard for their well-being and…”