Pathways to Team Performance and Reduction of Silence Behaviour: Exploring The Role of Benevolent Leadership through Moderating Impact of Corporate Social Responsibility

Abstract

Employee silence is a prevalent organizational phenomenon that has several detrimental effects on businesses. Thus, it's important to know what elements can lessen employee silence. This study examines how team empowerment inhibits silence behavior and team performance, drawing on attribution theory and self-verification theory. In the meantime, we also look at how perceptions of corporate social responsibility moderate. We collected data from 276 employees working in a pharmaceutical company in Athens, Greece. The result indicates that benevolent leadership has a negative influence on team empowerment through team performance and silent behavior. Furthermore, corporate social responsibility moderates the relationship between benevolent leadership and team empowerment. In particular, when workers felt that corporate social responsibility was higher, this indirect effect was more pronounced. Our findings, which combine research on silence behavior and self-verification theory, offer crucial insights into how to regulate employee silence behavior in workplaces.