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The purpose of this study is to explore the relationship between empowering leadership and employees’ constructive voice behavior in the present organizational dynamics. The authors propose a moderated mediation model to investigate the relationship between empowering leadership, employees’ core self-evaluation, psychological safety and constructive voice.

The authors collected survey data from a sample of 282 service executives across Indian organizations. This study uses SPSS Process macro (moderated mediation model) to analyze the data collected. Additionally, the authors have used moderation graph to elucidate the interaction effect.

The results suggest that empowering leadership positively affects employees’ constructive voice behavior. Supporting results were observed for the mediating impact of psychological safety between empowering leadership and constructive voice, and moderating role of core self-evaluation between empowering leadership and psychological safety.

The small sample size limits the study from drawing generalizations. Other potential limitations are discussed, too.

Significant impact of empowering leadership on voice behavior highlights the importance of style of leadership adopted; a 360-degree appraisal of leaders can be conducted to identify proper empowering leaders. The moderating role of core self-evaluation implies that employees who perceive themselves competent may only offer constructive suggestions even if they work in a psychologically safe environment.

This paper is the first to explore the relationship between a new form of leadership style, empowering leadership and employees’ constructive voice behavior, and is, thus, relevant for employers who expect their employees to contribute in the form of ideas, suggestions and concerns towards the growth of the company.

The purpose of this paper is to build a moderate mediation model to delineate the effects of leader humility on employee constructive voice behavior based on conservation of resources theory and crossover of resources model. Specifically, when a leader behaves with humility, the followers will be more likely to feel they receive psychological resources from their interactions with the leader (i.e. relational energy), and thus engage in more constructive voice behavior. In addition, this energizing effect only occurs when the leader is perceived as having higher apparent sincerity by their subordinates.

The research hypotheses of this study were empirically tested using multi-timepoint and multi-source (i.e. supervisors and subordinates) survey data in China. Study 1, based on data from 449 subordinates and 88 immediate supervisors, was conducted to test the proposed mediation effect. Study 2, based on data from 185 subordinates and 50 immediate supervisors, was conducted to replicate the findings of Study 1 and test the integrated model.

The results of Study 1 support the proposed mediation effect that leader humility positively predicts followers’ constructive voice behavior via boosting followers’ relational energy. The results of Study 2 replicate the findings of Study 1 and further indicate that leader humility is only positively related to perceived relational energy when a leader is perceived as having higher apparent sincerity by their subordinates.

This paper provides detailed instructions for business practitioners. First, given that employee constructive voice behavior is related to employee relational energy and is beneficial to organizations, leaders are encouraged to behave with humility when interacting with their subordinates. Second, from the perspective of human resource management, well-designed training programs can be used to help leaders to develop leader humility. Third, the findings of this paper call attention to a potential risk for humble leaders. Organizations should educate leaders on the potential negative consequences of false humility and encourage leader humility that will appear in leaders’ sincerity.

Overall, drawing on conservation of resources theory and crossover of resources model, this paper reveals that boosting relational energy is a mechanism via which humble leaders can shape employees’ voice behavior. Second, by examining the moderation effect of apparent sincerity of leaders from followers’ perspective, this paper suggests an actor–recipient perspective to identify the boundaries of the energizing mechanism. Third, the findings of this paper add to the knowledge on voice research by highlighting an additional source of energy for employee constructive voice behavior.

The purpose of this paper is to argue that, in situations where transformational leadership (TL) is in effect, perceived meaningfulness in work plays a vital role in generating intrinsic motivation among employees; specifically, this can influence employees to endeavor to benefit their organizations through engaging in voice behavior.

In this empirical study, a cross-sectional dyad questionnaire method was adopted to collect data from 172 employees from 40 companies.

The results show that perceiving work as meaningful is positively related, through a direct effect, to promotive and prohibitive voice behaviors. Further, employees perceiving their work as meaningful were found to fully mediate the relationship between TL and promotive voice behavior, but not prohibitive voice behavior. These results indicate that employees under TL who consider their jobs to be meaningful engage in more voice behaviors that might eventually benefit their organizations.

This study demonstrates that meaningful work is a considerable predictor of voice behavior. The results show that when a person experiences TL, it increases the chances that they perceive their work as meaningful, which in turn encourages them to engage in voice behavior that can benefit their organization. The findings from this research suggest that organizations can create “win-win” situations that benefit both their employees and the organizations themselves.

The purpose of this paper is to investigate the relationship between supportive leadership and employee voice behavior by examining the mediating role of employee advocacy, and the moderating role of proactive personality.

The model was tested by using data that were collected from 402 supervisors, and 87 subordinates who were working in 6 firms belonging to the stone and Glass sector, in the Tenth Ramadan city, Egypt. The employees and their immediate supervisors provided data on separated questionnaires, and different occasions. Then, an identification number was used by the author to match each employee questionnaire with the response of his/ her immediate supervisor.

The results revealed that employee advocacy fully mediated the positive relationship between supportive leadership and employee voice behavior. Also, it also found that proactive personality moderated the relationship between supportive leadership and employee voice behavior, such that the relationship was stronger for people lower rather than higher in proactive personality.

This empirical paper provides preliminary evidence of the mediating effect of employee advocacy in the positive relationship between supportive leadership and employee voice behavior. The model extends the existing results by adding substantive moderate proactive personality to explain how the effect of supportive leadership on employee voice behavior.

Drawn upon the perspective of implicit voice theory, the purpose of this paper is to explore the underlying mechanism as well as the boundary effect in the relationship between paternalistic leadership and voice behavior.

Multiple-wave survey data from a sample of 368 employees in China were used to test the hypothesized moderated mediation model.

The findings show that both benevolent leadership and moral leadership related positively to voice behavior, whereas authoritative leadership played a negative role in influencing voice behavior. Employees’ implicit voice belief played a partial mediating role between paternalistic leadership and voice behavior. Furthermore, perceived HRM strength weakens both the mediation relationship among benevolent leadership, implicit voice belief and voice behavior, and the mediation relationship among moral leadership, implicit voice belief and voice behavior. However, the moderated mediation effect of implicit voice belief on the relationship between authoritative leadership and voice behavior is not significant.

Leaders are encouraged to behave benevolently and morally whereas to avoid excessive authoritative style at work, so that employees can be encouraged to speak out. Organizations are advised to introduce management practices like training and development sessions and to improve employees’ perceived HRM strength so that the implicit voice belief can be reduced, and the voice behavior can be stimulated.

The research provided a fresh theoretical perspective on the underlying mechanism between paternalistic leadership and employees’ voice behavior by unveiling employee implicit voice belief’s partial mediating role between paternalistic leadership and employee voice behavior. Furthermore, the study contributed to the literature of voice by adopting a more integrative perspective and exploring the role of the implementation of the organization’s system, i.e., perceived HRM strength that provided a boundary condition in the above mediation model.

The purpose of this study is to explore how and when an employee's belief in their voice self-efficacy leads to promotive and prohibitive voice behavior. By banking on social cognitive theory, this study examines perceived influence at work as a mediator and managerial openness as a moderator in the link between voice self-efficacy and the two forms of voice.

This study's data come from 285 Indian information technology (IT) employees by adopting a cross-sectional survey design. The effect of moderator and mediator is examined by employing structural equation modeling in AMOS 22.

The results reveal that perceived influence at work partially mediates the positive link between voice self-efficacy and the two forms of voice behaviors. The test of moderation also exposes that prohibitive voice is more contingent on managerial openness as compared to promotive voice.

This is one of the initial studies to explore perceived influence at work as a mediator in the association between voice self-efficacy and employee voice behavior. The treatment of voice as a bidimensional construct in this study discloses the difference between the two forms, contributing to the voice literature and inviting further research.

The purpose of this paper is to develop a conceptual model drawing together and integrating research from employment relations (ER), human resource management (HRM) and organizational behaviour (OB) to identify how high-performance work systems (HPWS) encourage voice behaviour.

The authors identify shortcomings in research on the relationship between HPWS practices and employee voice behaviour, attributable to the disparate conceptualization of voice across management disciplines. The authors then present a conceptual model using the ability, motivation and opportunity (AMO) framework to theorize how the ER climate influences the design of the HPWS and subsequently how the HPWS encourages voice behaviour. Practical implications and recommendations for future studies are provided.

The mutual gains ER climate will influence the design of the HPWS; in turn the HPWS' practices will influence line manager AMO to manage voice and the employees' AMO to engage in voice behaviour, resulting in the encouragement of both employer and employee interest forms of voice.

The HPWS-voice behaviour interaction model sheds light on the types of HR practices organisations can implement to optimize employee voice behaviour.

The conceptual model demonstrates how ER, HRM and OB factors influence voice behaviour within a HPWS, which has not previously been considered by voice scholars. The integrated conceptual model encourages a multidisciplinary approach to studying employee voice in future research.

Spiritual leadership focuses on intrinsically motivating the workforce though shared values, attitudes and behaviours and is about achieving organizational excellence through shared aspirations. In the context of tough competition among organizations and relentless disruptions of existing business processes, leaders look forward to devise strategies that will help keep their employees stay alongside, offering constructive criticisms as well. This study aims to examine the influence of spiritual leadership style on employees' intention to stay with the organization, mediated through their voice behaviour.

This cross-sectional study followed a descriptive research design, and data were collected from 357 employees working in the information technology sector in India. Validated instruments in the existing literature were used among the sample respondents, and structural equation modelling was done to test the proposed hypotheses.

The findings of the study suggest that employees' experience of dimensions of spiritual leadership style had varying influences on their voice behaviour and intention to stay with the organization. Also, employee voice behaviour mediated the relationships between two dimensions of spiritual leadership (hope and altruistic love) and intention to stay, but not the relationship between vision and intention to stay.

This study is pioneering in conceptualizing and testing a theoretical model linking spiritual leadership style, employee voice behaviour and their intention to stay with the organization. The results of the study emphasis the need for cultivating a leadership style of shared vision, value congruence and facilitating standards of excellence grounded on values of integrity, humility, compassion and perseverance. Implications for management development on how to promote employee voice behaviour are also discussed.

To boost efficiency and productivity, organizations are increasingly depending upon employees to speak up about workplace concerns and disagreements. This change-oriented bottom-up communication, termed employee voice behavior, brings attention to workplace issues that could otherwise go undetected by management. This study examined the relationships between personality characteristics, job attitudes, and employee voice behavior, and investigated the moderating role of extraversion on the relationships between job attitudes (i.e., job satisfaction and turnover intentions) and voice.

A cross-sectional study design was used, with data collected through an online survey from a sample of 284 individuals working in the US. Hypotheses were tested using correlation, regression and moderation analyzes.

Job satisfaction and turnover intentions were found to be positively and negatively-related, respectively, to employee voice behavior. Extraversion was found to be predictive of employee voice behavior and moderate the relationships between job attitudes and voice behavior. Interestingly, results suggest that the job attitudes of individuals high in extraversion do not influence their likelihood of speaking up. Rather, voice behaviors of only those with low or moderate levels of extraversion are impacted by their job attitudes.

This study builds upon prior research identifying the importance of extraversion in predicting voice behavior by testing its incremental validity and relative weight, compared to the other Big Five personality characteristics. Furthermore, this research contributes to the theoretical understanding of instances in which employee voice behavior occurs by examining the moderating effect of extraversion on the relationship between job attitudes and employee voice behavior.

This study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.

Self-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).

The two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.

The organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.

This study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.