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11 – 20 of over 24000Um-e-Rubbab, Muhammad Irshad and Sayyed Muhammad Mehdi Raza Naqvi
Promotive and prohibitive voice behavior is essential for effective team performance and organizational sustainability. However, the existing literature is limited on the role of…
Abstract
Purpose
Promotive and prohibitive voice behavior is essential for effective team performance and organizational sustainability. However, the existing literature is limited on the role of team voice in predicting employee voice behavior. The authors proposed that team members' voices serve as a cue for engagement in felt obligation for constructive change, which sets the path for employees' engagement in promotive and prohibitive voice behavior. This study further proposed that supervisor expectation for voice may alter the relationship between team voice and felt obligation for constructive change of employees. The authors' proposed model is based on social information processing theory.
Design/methodology/approach
The data were collected from 313 telecommunication sector employees and the companies supervisors through a multi-source time-lagged design. Linear regression analysis and the Preacher and Hayes Process for mediation and moderation were used to test the proposed hypothesis.
Findings
The results support the direct effect of team voice on promotive and prohibitive voice behavior, and the indirect effect of team voice on promotive voice behavior through the mediation of felt obligation for constructive change was also supported. However, mediation of felt obligation for constructive change between team voice and prohibitive voice behavior was not supported. The results also support the moderation of supervisor expectation for voice between team voice and felt obligation for constructive change.
Originality/value
Findings of the study may help organizational practitioners and managers about the value of promotive and prohibitive voice behavior for better team functioning through team voice. The study also highlights the importance of supervisor expectations for voice to strengthen the association between team voice and felt obligation for constructive change among employees. Both dimensions of voice behavior, i.e. promotive and prohibitive voice, are crucial for improved organizational functioning and preventing the organization from harm and loss. Organizations should create environments high on voice behavior to remain competitive and meet the challenges of dynamic business environments.
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Shuwei Hao and Ping Han
The purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice behaviour…
Abstract
Purpose
The purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice behaviour.
Design/methodology/approach
Self-report data were collected from 242 employees in China using an online survey.
Findings
Trust strengthens, whereas felt trust weakens the relationship between proactive personality and voice behaviour. Proactive personality is related to voice behaviour more positively when trust in leaders is high or when felt trust by leaders is low.
Practical implications
Trust in leaders and felt trust by leaders provide different motivational cues for employee proactivity. It would be wise for leaders to develop different trusting relationships with employees who have different levels of proactive personality. If leaders expect to promote voice behaviour in the workplace, they should gain trust from proactive employees by demonstrating their own trustworthiness while signalling or granting trust to less proactive employees by engaging in trusting behaviours.
Originality/value
The present research extends the boundary conditions of the effectiveness of proactive personality by demonstrating that proactive employees' motivation to speak up can be enhanced or substituted by relational variables. The authors thus underscore the importance of the personality × relations perspective when examining employee proactivity. In addition, the authors contribute to the trust literature by advancing the understanding of different roles of trust and felt trust in influencing proactive motivation in social interactions.
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Um-e Rubbab, Sayyed Muhammad Mehdi Raza Naqvi, Muhammad Irshad and Ramsha Zakariya
The research linking organizational change-oriented activities with employee voice behavior is still in its initial stages. This study aims to contribute to this line of research…
Abstract
Purpose
The research linking organizational change-oriented activities with employee voice behavior is still in its initial stages. This study aims to contribute to this line of research by proposing felt obligation for constructive change, an underlying mechanism through which supervisory delegation enhances teachers’ voice behavior.
Design/methodology/approach
This study tested the interactive effect of felt obligation for constructive change and voice climate on teachers’ voice behavior. The proposed model is supported by proactive motivation theory which states that environmental factors lead to motivational states which further result in employee proactive behaviors. In this study, 415 teachers with their 74 supervisors (head of departments) from educational institutes completed the surveys. Structural equation modeling was used to find the results.
Findings
The results supported the mediation and moderation hypotheses, which proved that felt obligation for constructive change mediates the relationship between supervisory delegation and teachers’ voice behavior, and voice climate moderates the relationship between felt obligation for constructive change and teacher voice behavior.
Practical implications
This paper will provide an insight to the practitioners about the role of supervisory delegation for engagement in employee voice. This paper will also help managers understand that the workplace effectiveness can be enhanced by creating opportunities for employees to voice their concern.
Originality/value
This study recommends that head of departments at the workplace should cultivate an environment that is conducive for their faculty for engaging in voice behavior for improved functioning of educational institutes. Findings provide an insightful approach on organizational strategies in the form of supervisory delegation to trigger voice behavior among employees to meet the uncertainty of the ever-changing business environment.
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Zhu Yao, Xianchun Zhang, Zhenxuan Liu, Lili Zhang and Jinlian Luo
This study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China.
Abstract
Purpose
This study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China.
Design/methodology/approach
The authors conducted a survey on 437 employees to assess their narcissistic leadership in Time 1. In Time 2, they measured their job stress, trust in leaders and traditionality. In Time 3, they assessed the voice behavior of these employees.
Findings
Narcissistic leadership correlates positively with employees’ job stress, which mediates between narcissistic leadership and employee voice behavior. Trust in leaders negatively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior. In addition, traditionality positively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior.
Originality/value
This study establishes the impact of narcissistic leadership on employee behavior from the perspective of job stress, trust in leaders and traditionality.
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Kwesi Amponsah-Tawiah, Akosua Konadu Boateng and Samuel Doku Tetteh
This study examined the relationship between safety climate and employees' voluntary work behaviours (i.e. organisational citizenship behaviour and counterproductive work behaviour…
Abstract
Purpose
This study examined the relationship between safety climate and employees' voluntary work behaviours (i.e. organisational citizenship behaviour and counterproductive work behaviour). It also examined the moderating role of employees' voice on the relationship between safety climate and employees' voluntary work behaviours.
Design/methodology/approach
Using the quantitative survey research design, data were collected from 220 respondents from three manufacturing companies in Accra, Ghana. Pearson's correlation test (r) and hierarchical multiple regression were used for data analysis.
Findings
Results showed that safety climate plays a significant role in predicting employees' voluntary work behaviours. Also, employees' voice was found to moderate the relationship between safety climate and organisational citizenship behaviour but does not moderate the relationship between safety climate and counterproductive work behaviour.
Research limitations/implications
Data was collected from manufacturing firms in the Greater Accra Region of Ghana; hence, the findings may be limited to just the manufacturing industry in the Ghanaian setting.
Originality/value
This paper positions safety climate as a catalyst for positive voluntary work behaviours in the workplace and an antidote to negative workplace behaviours. It also highlights the role of employees' voice in enhancing positive voluntary workplace behaviours of employees.
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Drawing on social learning theory and social information processing theory, the purpose of this study is to examine how perceived supervisor’s voice behavior relates to employees’…
Abstract
Purpose
Drawing on social learning theory and social information processing theory, the purpose of this study is to examine how perceived supervisor’s voice behavior relates to employees’ own voice behavior both directly and indirectly through trust in supervisor. In particular, this study also investigates the moderating role of gender in the relationship between trust in supervisor and employee voice behavior. Further, this study proposes that gender moderates the indirect effect of perceived supervisor’s voice behavior on employee voice behavior via trust in supervisor.
Design/methodology/approach
The proposed hypothesis was tested by using hierarchical regression analyses and Hayes’ PROCESS macro.
Findings
The results show that perceived supervisor’s voice behavior is positively related to an employee’s own voice behavior and trust in supervisors. In particular, trust in supervisors mediates the relationship between perceived supervisor’s voice behavior and employee’s own voice behavior. Additionally, the relationship between trust in supervisor and employees’ voice behavior was stronger for female employees.
Originality/value
The current study investigates employees’ perception of immediate supervisor’s voice behavior that encourages employees to speak up, thereby providing a more nuanced understanding of the factors that facilitate employee voice behavior. In particular, this study advances the understanding of how and why employees’ perception of supervisors’ voice behavior relates to employees’ voice behavior by examining the mediating and moderating factors.
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Jie Li, Qiaozhuan Liang, Zhenzhen Zhang and Xiao Wang
The purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an…
Abstract
Purpose
The purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an identification-based perspective, and seeks to verify the effectiveness of leader humility in the Chinese context.
Design/methodology/approach
Data were collected from 325 employees in four Chinese companies with two phases. In the first phase, the participants were asked to report the leader humility, their identification of their relations with the supervisor, and their identification with their organization. In the second phase, they were asked to report their voice behaviors toward their supervisors and coworkers.
Findings
The results indicate that leader humility strongly predicts both employees’ voice behaviors of speaking up and speaking out. Results further suggest that relational identification with the supervisor explains why leader humility promotes employees speaking up, while organizational identification explains why leader humility promotes employees speaking up and speaking out.
Practical implications
Managers with humility can successfully shape employees’ relational and organizational identifications, which in turn encourage their voice behaviors toward supervisors and coworkers. Hence, behaving humbly in working places could be an effective way for managers to promote organizational cohesion and creativity.
Originality/value
Although leader humility attracts much attention in both academia and practice, researchers have been primarily focusing on conceptual development and measurement issues, and empirical studies are rare. This is the first research connecting leader humility and employee proactive behaviors. Moreover, it takes an in-depth analysis of the constructive voice behaviors by differentiating them based on their targets.
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Tsang-Lang Liang, Hsueh-Feng Chang, Ming-Hsiang Ko and Chih-Wei Lin
This study aims to explore the relationship between transformational leadership and employee voice behavior and the role of relational identification and work engagement as…
Abstract
Purpose
This study aims to explore the relationship between transformational leadership and employee voice behavior and the role of relational identification and work engagement as mediators in the same.
Design/methodology/approach
This study uses structural equation modeling to analyze the data from a questionnaire survey of 251 Taiwanese hospitality industry employees.
Findings
The findings demonstrate that transformational leadership has significant relationships with relational identification, work engagement and employee voice behavior and that relational identification and work engagement sequentially mediate between transformational leadership and employee voice behavior.
Practical implications
The results of this study provide insights into the intervening mechanisms linking leaders’ behavior with employees’ voices, while also highlighting the potential importance of relational identification in organizations, especially concerning the enhancement of employees’ work engagement and voice.
Originality/value
The findings reveal the mechanisms by which supervisors’ transformational leadership encourages employees to voice their suggestions, providing empirical evidence of the sequential mediation of relational identification and work engagement. The results help clarify the psychological process by which leaders influence their followers.
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Jinyun Duan, Émilie Lapointe, Yue Xu and Sarah Brooks
The purpose of this paper is to understand better why employees voice. Drawing on social information processing theory and insights derived from the literature on power, the…
Abstract
Purpose
The purpose of this paper is to understand better why employees voice. Drawing on social information processing theory and insights derived from the literature on power, the authors suggest that leader–member exchange (LMX) fosters voice by reducing the perceived risk of voicing. The authors further contend that high perceived leader power will strengthen this mediated relationship.
Design/methodology/approach
The authors relied on a sample of 265 employee-supervisor dyads collected from Chinese organizations to test the study hypotheses.
Findings
Results indicated that perceived risk of voicing significantly mediated the positive LMX–voice behavior relationship. In addition, perceived leader power strengthened the effect of LMX on voice behavior via perceived risk of voicing. The relationship of LMX to perceived risk of voicing was more negative, and the indirect effect of LMX on voice behavior was more positive when employees perceived that leader power was high.
Practical implications
Organizations seeking to promote voice behaviors should support leaders to develop high-quality relationships with employees. Organizations should also ensure that leaders are sufficiently empowered to fulfill their roles, and ensure that employees are aware of their leaders’ influence.
Originality/value
Findings suggest that, in the context of high quality leader–member relationships, employees’ perceptions of their leaders’ power may help to overcome barriers associated with speaking up. Thus, this study helps explain the conditions that encourage employees to voice.
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Sriji Edakkat Subhakaran and Lata Dyaram
This paper aims to model how an employee’s proactive personality and manager’s pro-voice behaviour help to predict employee upward voice. Employee perceived voice efficacy is…
Abstract
Purpose
This paper aims to model how an employee’s proactive personality and manager’s pro-voice behaviour help to predict employee upward voice. Employee perceived voice efficacy is expected to mediate these links.
Design/methodology/approach
To analyse the data, a confirmatory factor analysis and structural equation modelling procedure using AMOS 22 were used. The mediating role of voice efficacy was tested with bootstrapping method. Data included 625 employees representing various technology firms in India.
Findings
The results showed a significant positive impact of employee proactive personality and manager pro-voice behaviour on employee upward voice. Further, findings suggest significant mediation of employee voice efficacy beliefs in these links.
Originality/value
The study extends employee voice literature from an Indian context, where confronting those in authority is culturally discouraged. Contributing to the scant work on voice self-efficacy, its role as a key mechanism impacting employee upward voice is examined.
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