Influence of chief executive officer servant leadership on middle managers’ voice behavior

• Chun Yang

  Beijing Jiaotong University

• Wensong Zhang

  Beijing Jiaotong University

• Shaoxue Wu

  University Sains Malaysia

• Daisy Mui Hung Kee

  University Sains Malaysia

• Pan Liu

  Beijing Jiaotong University

• Hui Deng

  Beijing Jiaotong University

On the basis of social learning theory, we explored the mechanism through which chief executive officers’ use of the servant leadership style affects middle managers’ voice behavior. We analyzed data obtained from a sample of managers of firms in the energy industry in China. We found that chief executive officers’ servant leadership had a positive influence on organizational collective promotion focus through its effects on top management team servant leadership. Further, organizational collective promotion focus was positively correlated with middle managers’ voice behavior through the mediator of middle managers’ promotion focus. Finally, a promotion focus motivated middle managers to speak out more often in their organizations. Theoretical and managerial implications are discussed.

1. Chun Yang, Beijing Jiaotong University
   School of Economics and Management
2. Wensong Zhang, Beijing Jiaotong University
   School of Economics and Management
3. Shaoxue Wu, University Sains Malaysia
   School of Management
4. Daisy Mui Hung Kee, University Sains Malaysia
   School of Management
5. Pan Liu, Beijing Jiaotong University
   School of Economics and Management
6. Hui Deng, Beijing Jiaotong University
   School of Economics and Management

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