How does authentic leadership influence employee voice? From the perspective of the theory of planned behavior

The impact of transformational leadership on the turnover intention of the new generation of knowledgeable employees: A moderated mediation model

The relationship between transformational leadership and employee behavior has been a popular topic in organizational research. However, while various factors have been identified for the influence of transformational leadership on employee behavior, researchers have so far failed to explore the impact of transformational leadership on the turnover propensity of the new generation of knowledge workers in terms of a specific orientation. Based on the social exchange theory, this study explored the influence of transformational leadership on the turnover intention of the new generation of knowledgeable employees, considering the mediating role of person-organization fit and the moderating role of job embeddedness. Through using SPSS 25.0, Amos 24.0, and PROCESS 3.3 to analyze the data of 326 workers, the results showed that transformational leadership has a negative predictive effect on the turnover intention of the new generation of knowledgeable employees. Person-organization fit plays a partial mediating role between transformational leadership and the turnover intention of the new generation of knowledgeable employees. The relationship between transformational leadership and person-organization fit is positively moderated by job embeddedness. Therefore, there is a moderated mediation model between transformational leadership and the new generation of knowledgeable employees. This research is a good reference and guide for management practices between transformational leadership and the new generation of knowledge workers.

Promotion mechanism of high-involvement human resource management practices to employees' bootlegging: A moderated mediation model

Introduction

Bootlegging is a frontier topic in micro-innovation literature. Existing research on the external environment-antecedents of employees' bootlegging focuses mainly on organizational innovation management practices and leadership. The relationship between human resource management and employees' bootlegging is still unclear. Thus, we follow the stimuli-organism-response model and use psychological ownership theory to examine a moderated mediation model with psychological ownership as a mediator and Chinese traditionality as a moderator to interpret how and when high-involvement human resource management practices influence employees' bootlegging.

Methods

We administered three-wave time-lagged surveys to 251 employees and used SEM analysis to test the hypotheses.

Results

The results show that high-involvement human resource management practices is positively related to employees' psychological ownership. Whereas psychological ownership, in turn, positively related to bootlegging. Meanwhile, employees' psychological ownership plays a significant mediating role between high-involvement human resource management practices and employees' bootlegging. The results further showed that employees' Chinese traditionality weakens the influence of psychological ownership on bootlegging and the mediating effect of employees' psychological ownership between high-involvement human resource management practices and employees' bootlegging.

Discussion

This study makes several contributions to the bootlegging antecedent mechanism research. Specifically, it expands the understanding of the antecedents of bootlegging from a new perspective of human resource management, enriches the bootlegging-promotive cognition path from the perspective of psychological ownership, and enriches the proximal boundary in bootlegging antecedent mechanism from the perspective of individual personality. This study also inspires enterprises in innovation and talent management.

Exploring the Impact of Leadership Characteristics on Subordinates’ Counterproductive Work Behavior: From the Organizational Cultural Psychology Perspective

Counterproductive work behavior (CWB) is extremely detrimental to an organization and its stakeholders as they impact economic efficiency and damage the atmosphere within the organization. The culture and personality of leaders can affect their behavior, psychology and ability. Leaders are in a position of authority, have resources and decision-making power, and their words and actions are noticed and imitated by employees. From a leadership perspective, an effective way to avoid CWB is to seek ways to reduce in its occurrence and escalation. First, we conducted a grounded theory study on the leadership characteristics which are the antecedent variable of CWB, and the leadership characteristics were divided into three categories: psychological, behavioral, and ability. These characteristics impact subordinates’ CWB. Second, based on the conservation of resource theory, we conducted an ecological validation of the mechanism through which leadership characteristics affect subordinates’ CWB, explored the role of work resources and personal resources in it. The results indicate that all three types of leadership characteristics have a negative effect on subordinates’ CWB, among them, the mediating effect of work resources was established, and the mediating effect of personal resources was established in some cases. Therefore, different characteristics of leaders will affect the cognitive differences of subordinates to resources, and then trigger behavioral responses of subordinates. By an advantage analysis of the three leadership characteristics on subordinates’ CWB, it is found that the three leadership characteristics are of similar importance on interpersonal CWB. However, in the effect of organizational CWB, the characteristics of leadership have obvious advantages.

How Residents' Attitudes to Tourists and Tourism Affect Their Pro-tourism Behaviours: The Moderating Role of Chinese Traditionality

Although sufficient attention has been paid to residents' attitudes to tourism in previous studies, few studies have used residents' attitudes to tourists and tourism simultaneously to explain their support for tourism. This study fills this gap by examining the effect of place image and host-tourist interactions on residents' attitudes to tourists and tourism, respectively, and their consequent reactions by considering the moderating effect of Chinese traditionality. The proposed model is tested using data from 357 residents living in Huangshan, a fifth-tier city in China. Results demonstrate that attitudes to tourism and host-tourists interaction positively affect their pro-tourism behaviours. Moreover, attitudes to tourism mediate place the image's, host-tourists interaction's and attitudes to tourists' respective relationships with pro-tourism behaviours. Furthermore, the higher the Chinese traditionality of residents, the stronger the influence of their attitudes to tourism on pro-tourism behaviours. However, the relationship of place image and attitudes of residents towards tourists with pro-tourism behaviours are not supported. Findings offer critical implications for planners, practitioners and interested researchers.

How Does Group Climate Foster or Hinder Employee Voice? A Cross-Level Examination

Although empirical evidence has accumulated showing that group climate has a significant impact on employee voice, knowledge about how different types of climates may influence voice is limited. Drawing upon the theory of planned behavior, we develop and test a model that explains whether and how the two group climates, cooperation and sanction, differentially predict employee promotive and prohibitive voice. We test the hypotheses using data collected from a sample of 274 full-time employees nested in 58 workgroups across two time periods. The empirical results show that group climate predicts employee voice in different ways: Group cooperation climate has a positive effect on both types of employee voice, whereas group sanction climate shows a negative effect on promotive voice. Individuals’ psychological capital is a cross-level mediator in the relationship between group climate and employee voice. Employees’ prevention focus negatively moderates the relationship between psychological capital and employee voice. These results highlight the important effect of group climate on employee voice in organization and calls on managers to create a favorable environment to increase employees’ psychological capital and voice behaviors.

Can do and reason to: when are proactive employees willing to share negative information?

Purpose

Information sharing is vital to organizational operations, yet employees are often reluctant to share negative information. This paper aims to gain insight into which employees will be reluctant to share negative information and when by drawing from the proactive motivation literature examining effects of proactive personality and motivational states on individuals’ willingness to share negative information.

Design/methodology/approach

A cross-sectional design was used, with data collected from a final sample of 393 individuals via an online survey. Hypotheses were tested using correlation and hierarchical multiple regression analyses.

Findings

Interactive effects indicate proactive individuals with accompanying high levels of role breadth self-efficacy (“can do”) or high levels of felt responsibility for constructive change (“reason to”) were less likely to be reluctant to share negative information. However, findings also suggest proactive individuals with lower levels of proactive motivation avoid sharing negative information.

Originality/value

The findings extend what is known about personality factors and employee willingness to share information to highlight which employees may be likely to avoid sharing negative information. The authors also examine the moderating influence of proactive motivational states on the relationships between proactive personality and reluctance to share negative information.