1
|
Han C, Wang X, Zhang W, Liu M, Xia Y. I Treated the Way You Treated Me: The Effect of Leader Hypocrisy on Employees' Voice Behavior. Psychol Res Behav Manag 2024; 17:1339-1353. [PMID: 38524285 PMCID: PMC10961021 DOI: 10.2147/prbm.s450359] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/17/2023] [Accepted: 03/11/2024] [Indexed: 03/26/2024] Open
Abstract
Purpose In recent years, due to the increasingly prominent role of voice behavior in leader decision-making and organizational performance, such behavior has become a central topic for scholars. A majority of studies explore the "uphold" effects of multiple leader behavior toward the voice behavior; nonetheless, our study revealed the "undo" effect --- leader hypocrisy on voice behavior. Drawing on social cognitive theory, we investigated the relationship between leader hypocrisy and voice behavior, examined the mediating effects of cognition-based trust and affect-based trust, and the moderating effect of moral identity. Patients and Methods We conducted a three-wave survey in a large Chinese corporation to test the hypothesized model. We collected 562 employees to participate in this survey. Results The results show that leader hypocrisy negatively impacts employees' cognition-based and affect-based trust, and both types of trust mediate the relationship between leader hypocrisy and voice behavior, respectively. In the meantime, moral identity manifested the negative effect of leader hypocrisy on cognition-based and affect-based trust. Conclusion Our research not only enriches the related research on leader hypocrisy and voice behavior but also uncovers the underlying mechanism through which leader hypocrisy affects voice behavior and the boundary conditions of this effect. Meanwhile, our research provides a theoretical reference for increasing employees' voice behavior and promoting the healthy development of enterprises.
Collapse
Affiliation(s)
- Changlin Han
- School of Business, Qingdao University, Qingdao, Shandong, People’s Republic of China
| | - Xueling Wang
- School of Business, Qingdao University, Qingdao, Shandong, People’s Republic of China
| | - Wenjia Zhang
- School of Economics and Management, Beijing Jiaotong University, Beijing, People’s Republic of China
| | - Mingyue Liu
- School of Business, Qingdao University, Qingdao, Shandong, People’s Republic of China
| | - Yuhuan Xia
- School of Innovation and Entrepreneurship, Shandong University, Qingdao, Shandong, People’s Republic of China
| |
Collapse
|
2
|
Ouyang C, Ma Z, Ma Z, Su J. Research on Employee Voice Intention: Conceptualization, Scale Development, and Validation Among Enterprises in China. Psychol Res Behav Manag 2023; 16:2137-2156. [PMID: 37334405 PMCID: PMC10274839 DOI: 10.2147/prbm.s414623] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/30/2023] [Accepted: 05/25/2023] [Indexed: 06/20/2023] Open
Abstract
Purpose Expressing opinions and ideas in the workplace is an important aspect of organizational development and employee well-being. However, employee voice intention, which refers to an employee's willingness to share their opinions or ideas, is an area that has received limited attention in research. Therefore, the aim of this study was to develop and validate a reliable measurement tool for employee voice intention. Methods The study followed a three-stage process. First, in-depth interviews were conducted with managers and employees from Chinese companies, resulting in 38 qualitative data points. Second, the employee voice intention scale was developed and validated through two surveys. Exploratory factor analysis (N=264) and confirmatory factor analysis (N=260) were performed, respectively. Third, the predictive validity of the scale was assessed by collecting 366 valid responses across three rounds of questionnaires, using voice efficacy and employee voice behavior as correlational calibration criteria. Results The study employed grounded theory methodology to analyze the qualitative data collected, resulting in the development of a robust conceptual framework of employee voice intention. This framework is composed of two dimensions: perceived desirability and perceived feasibility, which together capture the key factors that influence whether an employee will express their opinions or ideas within an organizational context. A corresponding measurement scale was developed, consisting of nine measurement items that underwent rigorous testing to ensure their reliability and validity. Furthermore, the results of the empirical study showed that employee voice intention mediated the positive effect of voice efficacy on voice behavior, supporting the scale's predictive validity. Conclusion This study provides valuable insights into the dimensions of employee voice intention and contributes significantly to the existing literature on this topic by introducing a reliable and valid measurement tool. Furthermore, it advances our understanding of the underlying dimensions associated with this construct.
Collapse
Affiliation(s)
- Chenhui Ouyang
- School of Management, Jiangsu University, Zhenjiang, People’s Republic of China
| | - Zejun Ma
- School of Management, Jiangsu University, Zhenjiang, People’s Republic of China
| | - Zhiqiang Ma
- School of Management, Jiangsu University, Zhenjiang, People’s Republic of China
| | - Jialu Su
- School of Management, Jiangsu University, Zhenjiang, People’s Republic of China
| |
Collapse
|
3
|
Jaaffar T, Samy NK. Investigating the complex relationships between leadership, psychological safety, intrinsic motivation, and nurses' voice behavior in public hospitals using PLS-SEM. Belitung Nurs J 2023; 9:165-175. [PMID: 37469584 PMCID: PMC10353634 DOI: 10.33546/bnj.2556] [Citation(s) in RCA: 2] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/23/2023] [Revised: 02/27/2023] [Accepted: 03/24/2023] [Indexed: 07/21/2023] Open
Abstract
Background Voice behavior among nurses in public hospitals lacks profound disclosure despite knowing its imperatives. This situation needs to be continuously studied, and the best practices discovered, disclosed, and implemented in hospitals that are serious in curbing unprofessional conduct while advancing healthcare requirements for the benefit of humanity. Objective This empirical research investigated the significant implications of psychological safety and intrinsic motivation in the mostly uncultivated link concerning the empowering leadership style and leader-member exchange (LMX) constructs and the practice of voice behavior among nurses in the selected Malaysian public hospitals. Methods Primary data of the study were from nurses employed in the selected large public hospitals within the Klang Valley, also known as the Greater Kuala Lumpur of Malaysia. A total of 366 complete and valid responses were collected with the help of head nurses via a self-administered survey in February 2020. The SmartPLS 4 for Windows software generated the standard partial least squares structural equation modeling (PLS-SEM) to estimate associations between research variables and evaluate the model's strength in explaining the proposed constructs. Results This research disproved the indirect effects of psychological safety on the connection explorations between empowering leadership-voice behavior (β = 0.015, t-value = 0.300, 95% CI [-0.090, 0.110]) and LMX-voice behavior (β = 0.002, t-value = 0.285, 95% CI [-0.014,0.020]). Intrinsic motivation partially mediates the link between empowering leadership-voice behavior (β = 0.214, t-value = 7.116, 95% CI [0.160, 0.279]) and LMX-voice behavior (β = 0.114, t-value = 4.669, 95% CI [0.071, 0.168]) of the nurses. Conclusion Patients, non-governmental organizations, volunteers, nurses, and other hospital staff are vested in how voice behavior signifies in the healthcare context. Essential factors for nurses to become more outspoken are discovered in this study, providing nurse managers and other leaders with numerous recommendations for encouraging vocal behavior and bolstering psychological safety and intrinsic motivation. More competent nurses will improve workplace culture, deliver superior healthcare services, and manage publicly financed hospitals with an overall sense of trust, but only after a substantial effort to execute reforms.
Collapse
Affiliation(s)
- Thuraisyah Jaaffar
- Faculty of Entrepreneurship and Business, Universiti Malaysia Kelantan, Malaysia
| | - Naresh Kumar Samy
- Malaysian Graduate School of Entrepreneurship and Business, Universiti Malaysia Kelantan, Malaysia
| |
Collapse
|
4
|
Chen L, Unsworth KL, Zhang L. Reciprocal exchange orientation to organization, challenge stressor and construal level: Three-way interaction effects on voice behavior. Front Psychol 2023; 14:1119596. [PMID: 36865354 PMCID: PMC9971230 DOI: 10.3389/fpsyg.2023.1119596] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/09/2022] [Accepted: 01/30/2023] [Indexed: 02/16/2023] Open
Abstract
This study extends our understanding of voice behavior by considering a more complete set of reciprocity antecedents. We add employees-organization reciprocal exchange orientation (EO REO) into the antecedent of voice behavior and clarify the boundary condition by examining the joint moderating role of challenge stressors and construal level. The presence of challenge stressors represents a positive work environment, thus employees with a strong EO REO are likely to reciprocate with voice. However, such stressors also lead employees to focus on how to deal with the current challenges, which only aligns with employees who have a low construal level mindset and prefer to think about the details of the job at hand. Hence, we hypothesized that the positive relationship between EO REO and voice behavior in the face of challenge stressors was more likely to exist for employees whose construal level is low rather than high. We collected data from 237 employee-supervisor matched dyads in study 1 and 225 employee-supervisor matched dyads in study 2. These two studies offered support for the three-way interaction hypothesis. Our studies further voice by extending the antecedent and delineating the boundary condition of challenge stressors and construal level.
Collapse
Affiliation(s)
- Long Chen
- Business School, Hohai University, Nanjing, China,*Correspondence: Long Chen,
| | | | - Li Zhang
- School of Management, Harbin Institute of Technology, Harbin, China
| |
Collapse
|
5
|
Lee J, Choi D, Cheong M. Leader Boundary-Spanning Behavior and Employee Voice Behavior: The Job Demands-Resources Perspective. Behav Sci (Basel) 2023; 13:bs13020146. [PMID: 36829375 PMCID: PMC9952170 DOI: 10.3390/bs13020146] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/12/2023] [Revised: 02/04/2023] [Accepted: 02/07/2023] [Indexed: 02/11/2023] Open
Abstract
Drawing on the job demands-resources model, we suggest and test a motivational mechanism that underlies the relationship between leader boundary-spanning behavior and employee voice behavior. Based on the field survey data of 383 leader-employee pairs collected from various organizations in South Korea, the results of our mediation model showed that leader boundary-spanning behavior, as a potential job resource, enhances employee voice behavior by increasing employee self-efficacy. The results of our moderated mediation model also showed that the focal leader's abusive supervision, as a potential job demand, could attenuate the beneficial effect of leader boundary-spanning behavior on employee voice behavior by diminishing employee self-efficacy. These findings highlight the importance of leader boundary-spanning behavior in enhancing employee voice behavior, the roles of employee self-efficacy as a key mediating mechanism, and the focal leader's abusive supervision as a preventable boundary condition within these relationships. Theoretical and practical implications are discussed.
Collapse
Affiliation(s)
- Jihye Lee
- College of Transdisciplinary Studies, Daegu Gyeongbuk Institute of Science and Technology (DGIST), Daegu 42988, Republic of Korea
| | - Dongwon Choi
- Ewha School of Business, Ewha Womans University, Seoul 03760, Republic of Korea
| | - Minyoung Cheong
- Department of Business Administration, School of Management, Kyung Hee University, Seoul 02447, Republic of Korea
- Correspondence:
| |
Collapse
|
6
|
Liu X, Song L, Zheng J, Wang Y. When Chinese Employees Speak Up: The Experience of Organizational Trust and Authenticity Enhances Employees' Voice Behavior. Int J Environ Res Public Health 2022; 19:15726. [PMID: 36497800 PMCID: PMC9736158 DOI: 10.3390/ijerph192315726] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Received: 10/18/2022] [Revised: 11/17/2022] [Accepted: 11/24/2022] [Indexed: 06/17/2023]
Abstract
Voice behavior is important for innovation, mistake prevention and organizational performance. Because organizational trust increases employees' possibility of disclosing their real inner ideas, we examined the relationships between organizational trust and voice behavior, focusing especially on the avenue of impelling people to feel a higher level of authenticity. We used multiple methods to analyze the relationship. First, we used two separate surveys (Studies 1a and 1b) with different questionnaires and populations to analyze the mediation relationship and generalize the results. Then, to test the causal path, an experiment (Study 2a) in which organizational trust was manipulated was designed. The results showed that employees' authenticity mediated the relation between organizational trust and voice behavior. To further test the causal effect of authenticity in the above mediation, authenticity was manipulated in another experiment (Study 2b). The results illustrated that higher levels of authenticity directly led to higher levels of voice behavior. These results support the hypothesis and expound on the psychological mechanism of how organizational trust increases voice behavior. The theoretical and practical implications of these findings are discussed.
Collapse
Affiliation(s)
- Xingyun Liu
- Key Laboratory of Adolescent Cyberpsychology and Behavior, Ministry of Education, Key Laboratory of Human Development and Mental Health of Hubei Province, School of Psychology, Central China Normal University, Wuhan 430079, China
| | - Lili Song
- CAS Key Laboratory of Mental Health, Institute of Psychology, Beijing 100101, China
- Department of Psychology, University of Chinese Academy of Sciences, Beijing 100049, China
| | - Jiewen Zheng
- CAS Key Laboratory of Mental Health, Institute of Psychology, Beijing 100101, China
- Department of Psychology, University of Chinese Academy of Sciences, Beijing 100049, China
| | - Yong Wang
- CAS Key Laboratory of Mental Health, Institute of Psychology, Beijing 100101, China
- The Research Center for Psychological Education, University of International Relations, Beijing 100091, China
| |
Collapse
|
7
|
Nawaz M, Abid G, Islam T, Hwang J, Lassi Z. Providing Solution in an Emergency: COVID-19 and Voice Behavior of Healthcare Professionals. Sage Open 2022; 12:21582440221141700. [PMID: 36532877 PMCID: PMC9747370 DOI: 10.1177/21582440221141700] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Indexed: 06/17/2023]
Abstract
This study investigates the mechanism between idiosyncratic deals (I-deals) and voice behavior, considering display aggression and deontic justice as mediating variables. We collected data from 702 nurses and their immediate supervisors who work with COVID-19 patients through survey questionnaires at two different times, and we analyzed the data using structural equation modeling (SEM). We found that I-deals are significantly associated with deontic justice and voice behavior. Moreover, I-deals are significant but negatively associated with displayed aggression, which is significant and negatively associated with voice behavior. In addition, deontic justice and display aggression mediate the association between I-deals and voice behavior. These findings suggest that the hospitals' top management should provide I-deals to nurses to improve their voice behavior.
Collapse
Affiliation(s)
- Muhammad Nawaz
- National College of Business Administration & Economics, Lahore, Pakistan
| | - Ghulam Abid
- Kinnaird College for Women, Lahore, Pakistan
| | | | - Jinsoo Hwang
- Sejong University, Gwangjin-gu, Republic of Korea
| | | |
Collapse
|
8
|
Seo JK, Lee SE. Hospital management and supervisor support and nurse speaking-up behaviors: The mediating role of safety culture perception. J Nurs Manag 2022; 30:3160-3167. [PMID: 35815819 DOI: 10.1111/jonm.13737] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/28/2022] [Revised: 06/21/2022] [Accepted: 07/03/2022] [Indexed: 11/26/2022]
Abstract
AIMS This study aimed to (a) elucidate the effects of hospital management and unit supervisor support for patient safety on nurse speaking-up behaviors and (b) identify potential mediators of this relationship. BACKGROUND Speaking-up behavior among nurses has emerged as a critical source of patient safety. Fuller understanding of the developmental mechanisms contributing to nurses' speaking-up behaviors could help to enhance patient safety in healthcare organizations. METHODS A correlational approach was used to conduct a secondary analysis of cross-sectional survey data collected from 450 staff nurses in Korea. Path analysis was performed to test potential mediation effects. RESULTS After controlling for nurses' hospital and unit tenure, hospital management and supervisor support for patient safety had significant direct and indirect effects on nurses' speaking-up (promotive and prohibitive voice) behaviors through their perceptions of response to error and communication openness. CONCLUSIONS Study findings indicate that when hospital management and supervisors emphasize patient safety and provide necessary resources, nurses are likely to perceive the hospital's safety culture more positively, in turn enhancing their speaking-up behaviors. IMPLICATIONS FOR NURSING MANAGEMENT Hospital administrators and nurse managers should clearly display hospital management and supervisory support for patient safety through implementation of related policies, resources, and communication standards.
Collapse
Affiliation(s)
- Ja-Kyung Seo
- Department of Psychology, Graduate School, Yonsei University, Seoul, South Korea
| | - Seung Eun Lee
- College of Nursing, Yonsei University, Seoul, South Korea
| |
Collapse
|
9
|
Kim J, Kim AJ, Chung MH. Social Determinants of Voice Outcomes: The Configurational Analysis of the Effects of LMX and Peer Relationships. Behav Sci (Basel) 2022; 12:bs12060197. [PMID: 35735407 PMCID: PMC9220262 DOI: 10.3390/bs12060197] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/27/2022] [Revised: 06/11/2022] [Accepted: 06/14/2022] [Indexed: 12/10/2022] Open
Abstract
From the perspective of social relationships, this study extends the understanding of employee voice by examining voice outcomes, especially a voicer’s influence in their work team. In particular, we explore how two different social relationships, LMX and peer relationship, separately and jointly affect the ‘voice-influence’ relationship. Drawing on social network theory, we propose that higher LMX and central positions in peer networks (i.e., centrality in the friendship network) strengthen the positive impact of voice on individual influence. From a sample of 128 employees from three firms in South Korea, we found that two types of voice (promotive and prohibitive) are positively related with individual influence. This study also found that LMX strengthened the positive effect of promotive voice on a voicer’s influence. Moreover, LMX and peer relationship jointly affect the voice-influence relationship as follows: (1) a voicer with a high LMX-high centrality (in the peer network) is most influential within their team, (2) as for a low LMX-high centrality member, speaking up rather decreases individual influence. These results suggest that voice outcome is not unilateral. Rather, whose voice it is and where a voicer stands may matter more. We discussed the theoretical and practical implications of these findings in employee voice research.
Collapse
Affiliation(s)
- Jeeyoung Kim
- Ewha School of Business, Ewha Womans University, 52-Ewhayeodae-gil, Seodaemun-gu, Seoul 03760, Korea;
| | - Ah Jung Kim
- Tippie College of Business, University of Iowa, 21 E Market St, Iowa City, IA 52242, USA;
| | - Myung-Ho Chung
- Ewha School of Business, Ewha Womans University, 52-Ewhayeodae-gil, Seodaemun-gu, Seoul 03760, Korea;
- Correspondence:
| |
Collapse
|
10
|
Li Y, Zhang L, Yan X. How Does Strategic Human Resource Management Impact on Employee Voice Behavior and Innovation Behavior With Mediating Effect of Psychological Mechanism. Front Psychol 2022; 13:920774. [PMID: 35783733 PMCID: PMC9245893 DOI: 10.3389/fpsyg.2022.920774] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/15/2022] [Accepted: 05/19/2022] [Indexed: 11/13/2022] Open
Abstract
Employees' voice and innovation behaviors are an important source of organizational competitiveness. Scholars in the field of organizational behaviors have discussed how to increase the willingness of employees to engage in voice and innovation behaviors from a diversity of perspectives. Innovation has always been a strategic goal of organizations. To motivate employees to offer valuable advice and innovative ideas, organizations have to provide various incentive, feedback and supportive programs. Combined with the social exchange and social cognitive theories, this study presents an argument that the effective strategic human resource management can gradually improve the self-efficacy, psychological contract, voice behaviors and innovation behaviors of employees, and further verifies the relationship among them. A sample of 553 employees was used and analyzed via structure equation modeling. This study adopted PLS-SEM to verify structural model and examine the mediating effect of psychological mechanism. The results showed that strategic human resource management has a significant and positive impact on self-efficacy, psychological contract, voice behavior and innovation behavior; self-efficacy has a significant and positive impact on psychological contract, voice behavior and innovation behavior; psychological contract only has a significant and positive impact on innovation behavior, but not on voice behavior. Given the above research findings, this study gives some practical implications in the end.
Collapse
Affiliation(s)
- Yunhe Li
- School of Economics and Management, Shangqiu Normal University, Shangqiu, China
| | - Li Zhang
- Siam University, Bangkok, Thailand
| | - Xin Yan
- College of Business, City University of Hong Kong, Hong Kong, Hong Kong SAR, China
| |
Collapse
|
11
|
Liu Y, Liu D, Du H, Liu S, Zhou X. The Multilevel Study on the Impact of High-Performance Human Resource Practices on Employees' Voice Behavior: A Moderated Mediation Model. Front Psychol 2022; 13:792329. [PMID: 35432138 PMCID: PMC9005630 DOI: 10.3389/fpsyg.2022.792329] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/10/2021] [Accepted: 02/09/2022] [Indexed: 11/27/2022] Open
Abstract
Based on the social identity theory, the relationship and influencing mechanism between high-performance human resource practices (HPHRPs) and employees’ voice behavior were explored by constructing a moderated mediation model, and the relationship between the field of human resources and the field of organizational behavior was also established. Through 1,178 paired samples of supervisor-employee survey and multilevel linear model analysis technology, it was found that (1) HPHRPs had a positive impact on employees’ voice behavior; (2) perceived insider status played a mediating role between HPHRPs and voice behavior; (3) voice efficacy played a moderating role between perceived insider status and voice behavior; and (4) voice efficacy played a mediating role in the relationship between “HPHRPs-perceived insider status-voice behavior.”
Collapse
Affiliation(s)
- Yuanyuan Liu
- School of Management and Economics, Beijing Institute of Technology, Beijing, China
| | - Dongxu Liu
- School of Management and Economics, Beijing Institute of Technology, Beijing, China
| | - Hui Du
- Management College, Beijing Union University, Beijing, China
| | - Shuzhen Liu
- Management College, Beijing Union University, Beijing, China
| | - Xiaoxue Zhou
- National Transportation Development Institute, Beijing Jiaotong University, Beijing, China
| |
Collapse
|
12
|
Abstract
Drawing on the conservation of resources theory (COR), we examined the effect of leader-member exchange (LMX) on the voice behavior via role breadth self-efficacy, and how the perceived overqualification moderates the relationship between LMX and voice behavior. We tested the theoretical model with data gathered from 407 individuals in China. The results revealed that LMX had an indirect effect on voice behavior through role breadth self-efficacy, and perceived overqualification moderated the positive association between LMX and role breadth self-efficacy. In addition, the mediating effect of LMX on voice behavior through role breadth self-efficacy was stronger when the level of perceived overqualification was low and weaker when it was high. The findings have theoretical and practical implications for increasing employees’ voice behavior in organizations.
Collapse
Affiliation(s)
- Xiaoyu Wu
- Department of Business Administration, Business School, Beijing Technology and Business University, Beijing, China
| | - Fang Ma
- Department of Business Administration, Business School, Beijing Technology and Business University, Beijing, China
| |
Collapse
|
13
|
Wang J. Research on the Influence of Dynamic Work Environment on Employees' Innovative Performance in the Post-epidemic Era - The Role of Job Crafting and Voice Behavior. Front Psychol 2022; 12:795218. [PMID: 34970199 PMCID: PMC8713589 DOI: 10.3389/fpsyg.2021.795218] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/14/2021] [Accepted: 11/23/2021] [Indexed: 11/16/2022] Open
Abstract
In today’s interconnected world, environmental uncertainty is higher than ever. Under the new economic normal, innovation-driven has become the key to the transformation and upgrading of various enterprises. Employees’ behavior affects the company’s innovative performance, but it is also deeply affected by the dynamic work environment. The sudden epidemic has greatly increased the environmental dynamics and uncertainties faced by individuals, and also caused many changes in individual behavior. However, the research on the mediating mechanism and boundary conditions of how the dynamic work environment affects employee behavior and results is relatively few. Based on uncertainty reduction theory and innovative performance theory, and following the research paradigm of “environment-behavior-performance,” a moderated mediation model with job crafting as the mediating variable and voice behavior as the moderating variable is constructed. Through the statistical analysis of 210 valid questionnaires for employees in different types of enterprises, the mechanism of how the dynamic work environment affects innovative performance by promoting employees to carry out job crafting is discussed. According to the test results, the dynamic work environment has a significant positive impact on individual innovative performance, and job crafting plays a mediating role in the relationship between the two. In addition, voice behavior positively moderate the relationship between dynamic work environment and job crafting, and the indirect relationship between dynamic work environment and innovative performance through job crafting.
Collapse
Affiliation(s)
- Jianhua Wang
- Evergrande School of Management, Wuhan University of Science and Technology, Wuhan, China.,Business School, Changshu Institute of Technology, Suzhou, China
| |
Collapse
|
14
|
Liu Q, Zhou H, Sheng X. The Inhibitory Effect of Perceived Organizational Politics on Employee Voice Behavior: A Moderated Mediation Model. Front Psychol 2021; 12:727893. [PMID: 34603151 PMCID: PMC8484633 DOI: 10.3389/fpsyg.2021.727893] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/20/2021] [Accepted: 08/26/2021] [Indexed: 11/15/2022] Open
Abstract
Research on the mediating mechanisms and boundary conditions of perceived organizational politics’ (POP) effect on employee voice is underdeveloped. Based on conservation of resources theory, we proposed a moderated mediation model in which organizational embeddedness acts as a mediator to explain why POP inhibits promotive and prohibitive voice. Additionally, we posited sense of impact as a boundary condition affecting this relationship. A time-lagged survey of 227 employed MBA students from a university in southwestern China revealed that organizational embeddedness mediates the relationship between POP and promotive and prohibitive voice, and sense of impact moderates the relationship between POP and promotive voice, such that the relationship is stronger when sense of impact is weaker. The moderating effect was not significant for prohibitive voice. These findings have implications for theory, practice, and further organizational research.
Collapse
Affiliation(s)
- Qin Liu
- Business School, Sichuan University, Chengdu, China
| | - Hao Zhou
- Business School, Sichuan University, Chengdu, China
| | - Xinyi Sheng
- Business School, Sichuan University, Chengdu, China
| |
Collapse
|
15
|
Wu S, Kee DMH, Li D, Ni D. Thanks for Your Recognition, Boss! a Study of How and When Voice Endorsement Promotes Job Performance and Voice. Front Psychol 2021; 12:706501. [PMID: 34354647 PMCID: PMC8329334 DOI: 10.3389/fpsyg.2021.706501] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/07/2021] [Accepted: 06/22/2021] [Indexed: 12/04/2022] Open
Abstract
Existing studies mainly explore the antecedents and distal outcomes of voice behavior of employees. Less is known about what may occur after supervisors endorse ideas of employees. Based on the conservation of resources theory, we explored how and when voice endorsement affects job performance and voice behavior of employees. With the sample of 444 matched supervisor–subordinate pairs from a large organization, we found that voice endorsement of supervisors positively influences voice behavior and job performance of employees through the mediating effects of positive mood and work engagement. Additionally, we found that the voice commitment of employees strengthens the influence of voice endorsement of supervisors on positive mood of employees. Theoretical and practical implications of these findings are discussed.
Collapse
Affiliation(s)
- Shaoxue Wu
- School of Management, Universiti Sains Malaysia, Penang, Malaysia
| | | | - Daiheng Li
- School of Economics and Management, Beijing Jiaotong University, Beijing, China
| | - Dan Ni
- School of Business, Sun Yat-Sen University, Guangzhou, China
| |
Collapse
|
16
|
Sun S. The Relationship Between Public Service Motivation and Affective Commitment in the Public Sector Change: A Moderated Mediation Model. Front Psychol 2021; 12:631948. [PMID: 34220609 PMCID: PMC8249559 DOI: 10.3389/fpsyg.2021.631948] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/21/2020] [Accepted: 05/18/2021] [Indexed: 11/13/2022] Open
Abstract
How can public organizations promote change recipients' affective commitment to public sector change? Based on socially desirable responding theory, this study explores the theoretical mechanism and boundary effect of the relationship between public service motivation and affective commitment to change. By conducting a survey of 465 front-line public employees in an eastern Chinese city undergoing public sector change, this study found that voice behavior partially mediates the relationship between public service motivation and affective commitment to change. Superficial harmony also negatively moderates the relationship between public service motivation and affective commitment to change through the mediation of voice behavior. This study mainly contributes to our understanding of the theoretical mechanism and the conditional effect of change recipients' affective commitment during public sector change.
Collapse
Affiliation(s)
- Sirui Sun
- School of International and Public Affairs, Shanghai Jiao Tong University, Shanghai, China
| |
Collapse
|
17
|
Guo Y, Wang X, Plummer V, Cross W, Lam L, Wang S. Influence of Core Competence on Voice Behavior of Clinical Nurses: A Multicenter Cross-Sectional Study. Psychol Res Behav Manag 2021; 14:501-510. [PMID: 33953622 PMCID: PMC8092618 DOI: 10.2147/prbm.s309565] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/05/2021] [Accepted: 04/14/2021] [Indexed: 11/23/2022] Open
Abstract
Background Voice behavior, referred to as a positive guarantee for organizational development, is influenced by several kinds of individual, collective and organizational features. However, the impact of individual competence on voice behavior is unclear. The aim of the present study was to investigate the status quo of core competence and voice behavior of clinical nurses and explore the impact of core competence on nurses’ voice behavior. Methods A multicenter cross-sectional survey. A total of 1717 nurses were recruited from nine tertiary and secondary hospitals between March and June 2019. An online questionnaire, including socio-demographic variables, employee voice behavior scale and competence inventory for registered nurses, was used to investigate prohibitive and promotive voice behavior and core competence of clinical nurses. Pearson correlation and hierarchical multiple regression were performed in the data analysis. Results The mean score for prohibitive and promotive voice behavior of nurses were 3.46 (SD 0.77) and 3.46 (SD 0.88), respectively. The mean score for core competence was 2.46 (SD 0.77). Critical thinking/research aptitude was the most important predictor for both prohibitive and promotive voice behavior (each p < 0.05), but its influence on promotive voice behavior was greater (p < 0.05). Leadership was another significant predictor for prohibitive voice behavior (p < 0.05). Legal/ethical practice, teaching-coaching, professional development and shift work were other predictors for promotive voice behavior (each p < 0.05). Conclusion Clinical nurses experience modest levels of prohibitive and promotive voice behavior and their core competence is moderate. Core competence, especially critical thinking/research aptitude, impacts significantly on voice behavior of clinical nurses. Cultivating nurses’ core competence could positively increase their voice behavior for organizational development.
Collapse
Affiliation(s)
- Yufang Guo
- School of Nursing and Rehabilitation, Shandong University, Jinan, Shandong, 250012, People's Republic of China.,School of Nursing, Hebei University, Baoding, Hebei, 07100, People's Republic of China
| | - Xinxin Wang
- School of Nursing, Hebei University, Baoding, Hebei, 07100, People's Republic of China
| | - Virginia Plummer
- School of Nursing and Midwifery, Faculty of Medicine, Nursing and Health Sciences, Monash University, Melbourne, Victoria, 3199, Australia.,Peninsula Health, Frankston, Melbourne, Victoria, Australia.,School of Health, Federation University Australia, Berwick, Victoria, 3806, Australia
| | - Wendy Cross
- School of Health, Federation University Australia, Berwick, Victoria, 3806, Australia
| | - Louisa Lam
- School of Health, Federation University Australia, Berwick, Victoria, 3806, Australia.,School of Public Health and Preventive Medicine, Monash University, Melbourne, Victoria, 3806, Australia
| | - Shuangshuang Wang
- School of Nursing, Hebei University, Baoding, Hebei, 07100, People's Republic of China
| |
Collapse
|
18
|
Chen L, Zhang ZD, Jia WT. When and Why Leaders' Helping Behavior Promotes Employees' Thriving: Exploring the Role of Voice Behavior and Perceived Leader's Role Overload. Front Psychol 2020; 11:553512. [PMID: 33101127 PMCID: PMC7554307 DOI: 10.3389/fpsyg.2020.553512] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/19/2020] [Accepted: 08/26/2020] [Indexed: 11/13/2022] Open
Abstract
Employees who thrive contribute to their organization’s competitive advantage and sustainable performance. The aim of this study was to explore how employees’ thriving is shaped by their leaders’ behavior. Drawing on social learning theory, we examined the relationship between perceived leader’s helping behavior and employees’ thriving. Positing voice behavior as a mediator and perceived leader’s role overload as a moderator, we constructed a moderated mediation model. Using 205 daily data points from 51 employees in various industries, we found that perceived leader’s helping behavior had a positive effect on employees’ thriving at work and that employees’ voice behavior mediated this effect. With the increase of perceived leader’s role overload, the positive relationship between perceived leader’s helping behavior and employees’ voice behavior as well as the indirect effect of perceived leader’s helping behavior on employees’ thriving via employees’ voice behavior were increasingly strong. The findings of our study have implications for research on employees’ thriving at work, leaders’ helping behavior, and social learning theory. There are also practical implications for the behavior of leaders who experience role overload.
Collapse
Affiliation(s)
- Long Chen
- Business School, Hohai University, Nanjing, China
| | - Zhen-Duo Zhang
- School of Management, Harbin Institute of Technology, Harbin, China
| | - Wen-Tong Jia
- PE School, Hebei Normal University, Shijiazhuang, China
| |
Collapse
|
19
|
Li X, Xue Y, Liang H, Yan D. The Impact of Paradoxical Leadership on Employee Voice Behavior: A Moderated Mediation Model. Front Psychol 2020; 11:537756. [PMID: 33071857 PMCID: PMC7541695 DOI: 10.3389/fpsyg.2020.537756] [Citation(s) in RCA: 11] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/25/2020] [Accepted: 08/24/2020] [Indexed: 11/13/2022] Open
Abstract
Paradoxical leadership is associated with positive behavioral outcomes. However, the link between paradoxical leadership and voice behavior is not comprehensively studied in extant literature. This paper builds a theoretical model to reveal how paradoxical leadership facilitates promotive and prohibitive voice behavior of employees, drawing upon social cognitive theory and regulatory focus theory. We proposed a moderated mediation model that employees' voice behavior is related to paradoxical leadership through self-efficacy and psychological safety. With data from 268 leader - employee pairs of questionnaires, this study conducted a structural equation model to test the conceptual framework. The results show that (a) leader's paradoxical leadership related to employee's promotive and prohibitive voice behaviors positively; (b) employee's self-efficacy and psychological safety mediate the extent of effect the superior's paradoxical leadership has on subordinate's voice behavior; (c) the more obvious the subordinate's promotion focus orientation, the stronger the mediating effect of self-efficacy; and (d) the more obvious the subordinate's prevention focus orientation, the weaker the mediating effect of psychological safety. These conclusions reveal the influencing mechanism of a superior's paradoxical leadership on a subordinate's voice behavior. It expands paradoxical leadership-related studies, enriches studies related to the field of "leader - employee voice behavior," and highlights the relationship between the duality of paradoxical leadership behavior on employees with different regulatory focus orientation with a new perspective.
Collapse
Affiliation(s)
- Xiyuan Li
- Economics and Management School of Wuhan University, Wuhan University, Wuhan, China
| | - Ying Xue
- Economics and Management School of Wuhan University, Wuhan University, Wuhan, China
| | - Hao Liang
- Economics and Management School of Wuhan University, Wuhan University, Wuhan, China
| | - Dong Yan
- Economics and Management School of Wuhan University, Wuhan University, Wuhan, China
| |
Collapse
|
20
|
Abstract
Promotive voice is an essential behavior in today’s organizations to facilitate improvements and make constructive changes in the way that work is conducted. Expanding previous research on the individual drivers of voice behavior in organizations, and drawing on theory about emotion regulation, I propose that speaking out with ideas at work is a function of employee emotion regulation and positive affect. Accordingly, results of a weekly diary study, conducted with professionals from diverse organizations and industries, showed that employees using emotion regulation strategies to improve their feelings increase the experience of positive affect at work, while behaviors oriented to worsen their own feelings were negatively related to the same outcome. Positive affect, in turn, increases the likelihood of promotive voice behavior. These results contribute to the voice behavior literature by showing that emotion regulation is an individual factor that participates in the construction of positive affective experiences, which is in turn conducive to speaking out with ideas for improvements and changes at work. Furthermore, these findings inform organizational practitioners about the value of training emotion regulation strategies to improve organizational effectiveness.
Collapse
Affiliation(s)
- Hector P Madrid
- School of Management, Pontificia Universidad Católica de Chile, Santiago, Chile
| |
Collapse
|
21
|
Xue Y, Li X, Liang H, Li Y. How Does Paradoxical Leadership Affect Employees' Voice Behaviors in Workplace? A Leader-Member Exchange Perspective. Int J Environ Res Public Health 2020; 17:ijerph17041162. [PMID: 32059578 PMCID: PMC7068378 DOI: 10.3390/ijerph17041162] [Citation(s) in RCA: 9] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 12/06/2019] [Revised: 02/06/2020] [Accepted: 02/10/2020] [Indexed: 11/16/2022]
Abstract
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.
Collapse
|
22
|
Miao R, Lu L, Cao Y, Du Q. The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety. Int J Environ Res Public Health 2020; 17:E1150. [PMID: 32059559 DOI: 10.3390/ijerph17041150] [Citation(s) in RCA: 20] [Impact Index Per Article: 5.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 01/11/2020] [Revised: 02/07/2020] [Accepted: 02/10/2020] [Indexed: 11/17/2022]
Abstract
In this study, we examined the associations of the high-performance work system (HPWS) with employee innovative behavior, and tested a theoretical model in which these associations were mediated by employee voice (promotive and prohibitive voice) and moderated by psychological safety. Matched data were collected from 46 HR(Human Resource) managers and 374 full-time employees from 46 companies in China with multi-source and time-lagged techniques. We found that the HPWS is associated with employee behavior. Both the promotive voice and prohibitive voice partially mediate the relationship between HPWS and employee innovative behavior. Psychological safety moderates the relationship between HPWS and the promotive voice. However, psychological safety does not moderate the relationship between HPWS and the prohibitive voice. Furthermore, psychological safety moderates the mediation effect of the promotive voice between HPWS and employee innovative behavior. We discuss the theoretical and practical implications of these findings.
Collapse
|
23
|
Opoku MA, Choi SB, Kang SW. Psychological Safety in Ghana: Empirical Analyses of Antecedents and Consequences. Int J Environ Res Public Health 2019; 17:ijerph17010214. [PMID: 31892241 PMCID: PMC6982228 DOI: 10.3390/ijerph17010214] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 11/28/2019] [Revised: 12/23/2019] [Accepted: 12/25/2019] [Indexed: 11/16/2022]
Abstract
This study examines psychological safety as a mediator in the relationship between Leader–Member Exchange (LMX) and voice behavior. Based on the conservation of resources theory, a moderated mediation framework was used to examine human capital investments, specifically employee education and tenure, as boundary conditions of this relationship. The research hypotheses were tested with a sample of 207 employee-supervisor dyads working in a time-lagged design. The study found that psychological safety is an intermediary mechanism through which LMX affects voice behavior. Employees’ level of education negatively moderates the relationship between LMX and psychological safety. Furthermore, the results suggest that organizational tenure accentuates the relationship between LMX and psychological safety, and strengthens the indirect effect of LMX on voice behavior. The theoretical contributions and managerial implications are discussed in addition to directions for future research.
Collapse
Affiliation(s)
| | - Suk Bong Choi
- College of Global Business, Korea University, 2511 Sejong-ro, Sejong City 30019, Korea
- Correspondence: (S.B.C.); (S.-W.K.)
| | - Seung-Wan Kang
- College of Business, Gachon University, Seongnam 13120, Korea;
- Correspondence: (S.B.C.); (S.-W.K.)
| |
Collapse
|
24
|
Abstract
In this research, we hypothesized that employees' belief in a just world (BJW) would be positively related to their voice behavior, i.e., the expression of ideas or opinions with the intention of engendering organizational improvement or change, and that this relation would be mediated by perceived voice efficacy and perceived voice risk. To test these hypotheses, we collected self-reported data from employees in two different countries: China (N = 313) and Germany (N = 190). The results revealed a positive association between BJW and employee voice behavior in both samples. The two-mediator model was confirmed in the Chinese sample, while only perceived voice efficacy played a mediating role in the German sample. Possible reasons for these differences may be related to differences in cultural dimensions and education levels between the samples. The findings emphasize the importance of bolstering employees' belief in justice and the organizational climate, which influence perceived voice efficacy and risk, as means to increase organizational voice behavior.
Collapse
|
25
|
Chang WY, Hsu CT, Yu PY. Confidence is the plant of slow growth: a moderated mediation model for predicting voice behavior among power distance orientation and team-based self-esteem in Taiwanese nurses. Psychol Res Behav Manag 2019; 12:609-617. [PMID: 31496845 PMCID: PMC6689124 DOI: 10.2147/prbm.s209931] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/25/2019] [Accepted: 07/11/2019] [Indexed: 11/23/2022] Open
Abstract
Background According to the social identity theory and Chinese cultural influences, power distance orientation may play an important role in this relationship, and thus the examined model investigates the mediating role of team-based self-esteem relations between voice behavior and team trust. Purpose This study explores how voice behavior in the nursing workplace correlates to changes in team-based self-esteem and trust. We also examine the power distance orientation level in this process to test for any moderated mediation in these linkages. Patients and methods Employing convenient sampling of 247 registered nurses from a medical center in northern Taiwan. Nurses received envelopes including self-report questionnaires from the researchers, which were immediately sealed after interviews. Results Structural equation modeling indicates all model fits are acceptable, suggesting that team-based self-esteem has partial mediation between team trust and voice behavior. Power distance orientation also moderates the indirect effect of team trust upon self-esteem, such that the relationship is stronger among those who have a high power distance orientation. Conclusion This study highlights the usefulness of continued research into how nurses display promoting behavior through team-based self-esteem with a distinct level of power distance orientation under differing sources of team trust from peers, managers, and organizations, as well as how nurses, especially fresh graduates and those who underwent a job transfer, shape their social identity through psychological factors in the sense-making process.
Collapse
Affiliation(s)
- Wen Ying Chang
- Department of Counseling and Industrial-Organizational Psychology, Ming Chuan University, Taoyuan District, Taiwan.,Taipei Veterans General Hospital, Taoyuan Branch Registered Nurse, Taoyuan District, Taiwan
| | - Chin-Tien Hsu
- Department of Counseling and Industrial-Organizational Psychology, Ming Chuan University, Taoyuan District, Taiwan
| | - Pei Yun Yu
- Department of Counseling and Industrial-Organizational Psychology, Ming Chuan University, Taoyuan District, Taiwan.,Tri-Service General Hospital Nurse Anesthetist, Taipei, Taiwan
| |
Collapse
|
26
|
Hu Y, Zhu L, Zhou M, Li J, Maguire P, Sun H, Wang D. Exploring the Influence of Ethical Leadership on Voice Behavior: How Leader-Member Exchange, Psychological Safety and Psychological Empowerment Influence Employees' Willingness to Speak Out. Front Psychol 2018; 9:1718. [PMID: 30258392 PMCID: PMC6143838 DOI: 10.3389/fpsyg.2018.01718] [Citation(s) in RCA: 52] [Impact Index Per Article: 8.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/15/2018] [Accepted: 08/24/2018] [Indexed: 12/02/2022] Open
Abstract
The study of voice behavior examines the inclination of staff and team members to speak up and contribute ideas to the team. In this article, we investigate how factors such as leader-member exchange (LMX), psychological safety and psychological empowerment influence such behavior. Our findings, which are based on a sample of 308 employees working for a state-owned telecommunications company in China, indicate that ethical leadership promotes employees' voice behavior through enhanced LMX, which also leads to greater feelings of psychological safety and psychological empowerment. The theoretical and practical implications of these results are discussed.
Collapse
Affiliation(s)
- Yixin Hu
- School of Psychology, Shandong Normal University, Jinan, China
| | - Liping Zhu
- School of Psychology, Shandong Normal University, Jinan, China
| | - Mengmeng Zhou
- School of Psychology, Shandong Normal University, Jinan, China
| | - Jie Li
- School of Management, Shanghai University, Shanghai, China
| | - Phil Maguire
- Department of Computer Science, National University of Ireland, Maynooth, Ireland
| | - Haichao Sun
- School of Psychology, Shandong Normal University, Jinan, China
| | - Dawei Wang
- School of Psychology, Shandong Normal University, Jinan, China
| |
Collapse
|
27
|
Park J, Lee K, Lim JI, Sohn YW. Leading With Callings: Effects of Leader's Calling on Followers' Team Commitment, Voice Behavior, and Job Performance. Front Psychol 2018; 9:1706. [PMID: 30258386 PMCID: PMC6143684 DOI: 10.3389/fpsyg.2018.01706] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/17/2018] [Accepted: 08/23/2018] [Indexed: 11/23/2022] Open
Abstract
Viewing work as a calling has been considered to be beneficial to individuals and organizations. However, research to date has largely focused on the effects of individuals’ own callings on themselves, leaving the effects of one’s calling on others unexplored. Based on research that demonstrates prevalent effects of callings and leader’s influences on followers at work, we assumed that leader calling might have positive effects on followers’ outcomes. Specifically, we hypothesized that the extent to which leaders view their work as a calling have positive influences on followers’ team commitment, leader-rated voice behavior, and job performance. We also examined a mediating effect of transformational leadership on the relations between leader’s calling and the three follower’s outcomes. Using data on 284 leader-follower pairs from the South Korean Air Force, we found that leader’s calling was positively associated with followers’ team commitment, voice behaviors, and job performance. The effects of leader’s calling on follower commitment and voice behavior were partly accounted for by follower perceptions of transformational leadership. However, a mediating role of transformational leadership on the link between leader’s calling and job performance was not supported. The implications of these findings are discussed.
Collapse
Affiliation(s)
- Jiyoung Park
- Department of Psychology, Yonsei University, Seoul, South Korea
| | - Kyoungsu Lee
- Department of Psychology, Yonsei University, Seoul, South Korea
| | - Jung In Lim
- Department of Psychology, Yonsei University, Seoul, South Korea
| | - Young Woo Sohn
- Department of Psychology, Yonsei University, Seoul, South Korea
| |
Collapse
|