TY - JOUR T1 - How Does Paradoxical Leadership Affect Employees' Voice Behaviors in Workplace? A Leader-Member Exchange Perspective. AU - Xue,Ying, AU - Li,Xiyuan, AU - Liang,Hao, AU - Li,Yuan, Y1 - 2020/02/12/ PY - 2019/12/06/received PY - 2020/02/06/revised PY - 2020/02/10/accepted PY - 2020/2/16/entrez PY - 2020/2/16/pubmed PY - 2020/9/20/medline KW - leader-member exchange theory KW - organizational citizenship behavior KW - paradoxical leadership KW - psychological safety KW - self-efficacy KW - voice behavior JF - International journal of environmental research and public health JO - Int J Environ Res Public Health VL - 17 IS - 4 N2 - We theorized and tested a leader-member perspective beyond the existing studies in paradoxical leadership and employee voice behavior. We proposed that paradoxical leadership influences employees' voice behavior through psychological safety and self-efficacy. We also theorized that team size influences an extent to which the subordinates internalize their self-efficacy and psychological safety to exhibit proactive behavior. In a longitudinal study conducted on 155 subordinates and 96 supervisors in China, we found that when leaders adopt paradoxical behavior, employees are more likely to engage into promotive voice behavior; however, employees' prohibitive voice behavior is reduced when their leaders adopt paradoxes in leadership behavior. Additionally, psychological safety mediates the relationship between paradoxical leadership and promotive voice behavior. Further, team size has significant interaction effects with psychological safety on promotive voice behavior. SN - 1660-4601 UR - https://www.unboundmedicine.com/medline/citation/32059578/How_Does_Paradoxical_Leadership_Affect_Employees'_Voice_Behaviors_in_Workplace_A_Leader_Member_Exchange_Perspective_ DB - PRIME DP - Unbound Medicine ER -