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The purpose of this paper is to develop a model of the processes through which approach and avoidance motivation influence constructive and defensive voice behavior, with the moderating role of workplace ostracism and contingent self-esteem.

The paper is conceptual and quantitative study should be conducted to explore the propositions proposed in this paper.

This paper proposes that approach motivation is positively related to constructive voice while avoidance motivation is positively related to defensive voice. In addition, workplace ostracism and contingent self-esteem/importance of performance to self-esteem (IPSE) are examined as two moderators of the motivation-voice behavior relationship.

By understanding employees’ different motives underpinning the voice behavior explained in this paper, it may be easier for management to take measures to facilitate constructive voice and abate defensive voice. Organizations may wish to formulate policies and regulations and to foster a climate to prevent ostracism from happening. Programs designed to develop employees with high IPSE may be implemented.

Most of empirical work on voice has focussed on employee voice behaviors with positive attributes. This paper adopts approach and avoidance motivation as two antecedents, and grounded in self-regulation theory, exploring both positive and negative types of voice behavior. This paper also examines how negative interpersonal behavior such as ostracism affects voice behavior, and provide insights on upside of contingent self-esteem.

The purpose of this study was to investigate the relationship between psychological capital, employee voice behavior and innovative work behavior. The employee voice behavior was studied as a mediator. The study also studied high-performance work system (HPWS) as a moderator between psychological capital and voice behavior.

The human resource department of organizations was approached for data collection facilitation. The sample consisted of full-time employees at the managerial and supervisory level of India's manufacturing and services organizations. 321 managers and 193 supervisors responded to the questionnaire. Standard questionnaires were used to collect data. Moderated mediation analysis was used to study the relationships among variables.

Findings indicated significant direct and indirect relationships. The presence of HPWS acted as a catalyst for relationship between psychological capital and employee voice behavior. The moderated mediation analysis findings showed the variation in outcome variable, innovative work behavior, when HPWS was low versus when HPWS was high.

Employee voice behavior has not yet been studied extensively in Indian context. Researcher examined the effect of employee voice behavior under high and low HPWS.

The literature on destructive leadership has largely ignored the perspective of the subordinate, especially in terms of conflict coping mechanisms. This study aims to integrate research on destructive leadership and subordinates’ voice behaviour as a conflict coping mechanism. Drawing on the social exchange, conservation of resources and social identity theories, it argues that destructive leadership negatively affects employees’ voice behaviour and that this relationship is moderated by subordinate personality and organization climate.

The proposed model was tested on a sample of 275 professionals working in the banking and insurance sector in India using a temporal research design with data collected in two phases six months apart. Partial least squares structural equation modelling was used for data analysis.

The results support the main effect relationship between destructive leadership and subordinates’ voice behaviour and the moderation of subordinates’ personality and organizational climate. Temporal analysis indicates that the nature of some relationships changed across the two time periods.

A greater understanding of destructive leader behaviour and resultant coping strategies of subordinates is likely to provide insights for managers facing such situations. The findings of this study will inform the creation of redressal and voice mechanisms in organizations.

This is among the first studies to examine the impact of negative forms of leadership on subordinates’ conflict coping mechanisms using a temporal lag design across two time periods.

This study aims to investigate the influence of organizational members’ social use of social networking sites (SNSs) on employees’ destructive voice directly and considering the mediating role of job satisfaction and affective commitment to the organization.

In total, 240 employees of Asia-tech Company have participated in this study. To test the hypotheses, the researchers have used the partial least squares (PLS) method with the help of smart PLS software (version 2.0).

The results showed that organizational members’ social use of SNSs has a positive effect on destructive voice directly and considering job satisfaction as a mediator. However, social use of SNSs in the workplace considering the mediating role of affective commitment has a negative effect on destructive voice.

The results of the study edify managers on how social use of SNSs in the workplace has paradoxical effects on destructive voice directly and regarding affective commitment as a mediating variable. Thus, the main contribution of this study is the fact that although social use of SNSs has many advantages such as promotion of job satisfaction and affective commitment in the workplace, it might have some detrimental effect such as reinforcement of destructive voice.

The model presented in this study is totally unique. Moreover, the investigations showed that there is no documented study regarding the examination of the effect of social use of SNSs on destructive voice directly and considering the mediating role of job satisfaction and affective commitment.

Analysis of employee voice has focused on the reasons and managerial issues regarding the available environment to speak up. The purpose of this paper is to understand the effect of management attitude on employee voice with the mediating effect of individual’s perceived psychological safety (PPS). Besides, the role of job satisfaction (JS) and being individualist/collectivist as moderators over the effect of psychological safety on employee voice are analyzed.

The authors constructed a framework based on Maynes and Podsakoff’s (2014) view that identifies four different types of voice behavior (supportive, constructive, defensive and destructive). In total, 286 questionnaires were collected from employees working in telecommunication industry.

Based on analysis, positive management attitude facilitates supportive and constructive voice (CV) and reduces destructive voice (DESV). PPS mediates the relationship with management attitude and DESV. JS level facilitates supportive CV and reduces DESV. Collectivism level of employees moderates PPS and DESV. Path analysis results showed a similar model for mediation effect of safety, and showed a better model fit and explanation for trust mediation between LMX and supportive, constructive and DESV. Supported assumptions would be discussed-based social exchange theory and signaling theory.

The sample is relatively small which limits the external validity of the findings.

Results revealed the managerial attitude over employee voice through perceived work environment (psychological safety) and trust.

This study is one of the first that integrates not only constructive but also DESV into the model.

Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e., destructive) is based on the intent behind the behaviors, it can be difficult to determine which acts are constructive. As an umbrella construct consisting of several forms of deviant acts (e.g., whistle-blowing, employee voice, necessary evils), research into constructive deviance has largely remained focused on the individual behaviors to date. While advancements have been made, this focus has limited the consideration of an overarching understanding of constructive deviance in the workplace. Further, constructs like constructive deviance that straddle the bounds between beneficial and detrimental necessitate the exploration into their antecedents as determined by the employees (i.e., apples), their environments (e.g., barrels), or some combination of the two. The author seeks to advance the research in constructive deviance by proposing a testable model. In which, the author develops an interactionist perspective of the antecedents to reposition constructive deviance as the acts of good employees in restrictive or negative environments. In doing so, the author considers how various aspects of individuals, their organizational environments, and the influence of their leaders interact. The author then develops a multi-stakeholder approach to the outcomes of constructive deviance to consider how the various parties (i.e., organization, coworkers, customers) are expected to respond and how these responses impact the more distal outcomes as well as the likelihood of engaging in future constructive deviance.

The purpose of this paper is to investigate the impact of perceived abilities-motivation-opportunity (AMO framework) enhancing human resource management practices on destructive and constructive deviance through employee engagement.

Data were collected from 350 middle-level information technology employees. Structural equation modeling was applied to examine the proposed hypotheses.

Results revealed significant relationships between perceived AMO framework and destructive and constructive deviance, except for the relationship between perceived ability and destructive deviance. Furthermore, perceived AMO framework exhibited a significant positive relationship with employee engagement. Utilizing social exchange theory, results proposed partial mediation of employee engagement between perceived AMO framework and constructive and destructive deviance except for the relationship between perceived ability and destructive deviance, for which employee engagement exhibited full mediation.

This study implies that contemporary organizations must take initiatives to enhance employee engagement through the implementation of abilities, motivation and opportunities-enhancing human resource management (HRM) practices (AMO framework). Results of the study infer that motivation-enhancing HRM practices contribute highest in generating employee engagement followed by opportunity and abilities-enhancing HRM practices.

This study empirically investigates the impact of HRM bundles on both destructive and constructive deviance. Additionally, this study explores the underlying mechanism between HRM bundles and workplace deviance by assessing the mediating role of employee engagement.

Existing research on social inequalities in leadership seeks to explain how perceptions of marginalized followers as deficient leaders contribute to their underrepresentation. However, research must also address how current leaders restrict these followers' access to leadership opportunities. This conceptual paper offers the perspective that deficiencies in leaders' behaviors perpetuate social inequalities in leadership through an illustrative application to research on gender and leadership.

The authors situate existing research on gender and leadership within broader leadership theory to highlight the importance of inclusivity in defining destructive and constructive leadership.

Previous scholarship on gender inequalities in leadership has focused on perceptions of women as deficient leaders. The authors advocate that researchers reconceptualize leaders' failures to advance women in the workplace as a form of destructive leadership that harms women and organizations. Viewing leaders' discriminatory behavior as destructive compels a broader definition of constructive leadership, in which leaders' allyship against sexism, and any other form of prejudice, is not a rare behavior to glorify, but rather a defining component of constructive leadership.

This paper highlights the important role of high-status individuals in increasing diversity in leadership. The authors suggest that leader inclusivity should be used as a metric of leader effectiveness.

The authors refocus conversations on gender inequality in leadership by emphasizing leaders' power in making constructive or destructive behavioral choices. The authors’ perspective offers a novel approach to research on social inequalities in leadership that centers current leaders' roles (instead of marginalized followers' perceived deficits) in perpetuating inequalities.

The growing instability of the labor market will almost certainly result in more employees whose values misfit with their organization’s. This paper draws from the exit-neglect-voice-loyalty model to examine a broader range of responses to misfit; explores sociopolitical resources as the mechanisms through which misfit transmits its effects and investigates job mobility as a boundary condition enhancing or constraining responses to misfit.

A novel model (N = 152 New Zealand employees) examined links from misfit to two sociopolitical resources (perceived influence and organizational responsiveness) and from these to exit-neglect-voice-loyalty moderated by job mobility. Supplemental analyses examine moderated-mediation.

Misfit negatively predicted both sociopolitical resources, perceived influence and organizational responsiveness. Moderated-mediation analyses showed that the constructive reactions to misfit (voice and loyalty) were predicted conditionally at low levels of job mobility and indirectly via the respective sociopolitical resources. In contrast, destructive reactions to misfit (exit and neglect) were predicted directly, with neglect predicted at high levels of job mobility.

Implications for human resource practitioners highlight the deleterious repercussions of misfit but also include the conditions under which misfit employees may attempt to constructively salvage their employment relationship.

This study integrates a broader set of concurrent responses to misfit using the exit-neglect-voice-loyalty typology, as well as introducing sociopolitical perspectives to the literature on misfit.

Although online social networks (SNs) (e.g. Facebook, LinkedIn and Instagram) have been used by employees for various work- or non-work-related motives, there has been lack of research on the use of such networks in the workplace. The purpose of this paper is to draw on commitment theory and the tricomponent attitude model to explain the role organisational commitment plays in predicting the work-related use of online SNs and the mediating role a constructive employee voice may have in this relationship.

The research was conducted among the employees of seven different companies within seven different industries. The validity of the measures and structural models was evaluated using partial least squares structural equation modelling (PLS-SEM).

The results indicated that organisational commitment promotes employees’ work-related use of online SNs directly and also indirectly via the mediating role of a constructive voice.

This study is among the few studies which have used the tricomponent attitude model to investigate employees’ behaviour in the workplace, in particular work-related use of online SNs. In terms of theory, this study contributes to expanding the boundaries of knowledge as SNs are considered a challenge in contemporary organisations. Organisations can convert this challenge from a potential threat to an actual opportunity by reinforcing “organisational commitment”.