Abusive Leadership As Predictor Of Employee Voice Behavior Among School Teachers: Role Of Employee Power Distance

Abstract

The present research proposed to study abusive leadership, employee voice behavior and employee power distance among school teachers of Sargodha, Pakistan. For data collection, the purposive sampling technique was used. The Abusive Supervision Scale (Mitchell & Ambrose, 2007), Voice Behavior Scale (Liang et al., 2012) and Power Distance Scale (Dorfman & Howell, 1988), were used to quantify the variables of the research. Correlation analysis found a negative link of abusive leadership with voice behavior. Contrarily, teachers who have had confronted with abuse by their leaders in the workplace are bound to lower their voices, withholding the information, opinions and feelings. Linear regression findings revealed abusive leadership as a significant predictor of voice behavior. Moderation analysis showed the significant moderating role of power distance in the relationship of abusive leadership with voice behavior. The proposed study has some suggestions and conclusions for the researchers in the future will be curious to explore abuse faced by the teachers in a high-power-distance culture and act as a restriction to raise their voices.