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The purpose of the paper is to investigate the relationship between empowering leadership and the innovative work behavior of employees. Utilizing a moderated mediation mechanism, the study additionally uncovers the mediating impact of knowledge sharing and the moderating influence of role clarity in the proposed model.

Cross-sectional design was used in the study, and developed questionnaires were administered to 235 supervisor-subordinates dyads working in Indian organizations to test the proposed relationships. SPSS 20 and AMOS 20 were used for statistical analysis.

The hypothesized moderated mediation model was supported. Knowledge sharing mediated the relationship between empowering leadership and innovative work behavior. The moderating impact of role clarity between empowering leadership and knowledge sharing was supported. It was also observed that stronger role clarity strengthened the indirect relationship between empowering leadership and innovative work behavior. Overall, the study shows that empowering leaders creates a cultivating climate for innovative work behavior by encouraging knowledge sharing among the members subject to clear identification of employee roles.

Cross-sectional design of the study limits the authors from drawing definitive generalizations. Self-reported measures used in the study increase the chances of bias.

Findings of the study can be utilized by leaders for promoting innovative work behavior in the organization, which has been identified as a key to organizational growth and development.

The study attempts to address the under developed relationship between empowering leadership and innovative work behavior.

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.

This paper aims to uncover the impact of leader’s personality traits, agreeableness conscientiousness and neuroticism, on employee’s constructive voice behavior via proposed sequential mediating impact of the empowering leadership and leader–member exchange (LMX).

The proposed model was examined by using the data collected from 262 service executives based in an Indian private sector, using the partial least square structural equation modeling method. This study uses SPSS Process macro (serial mediation model) to analyze the data collected.

Results of the study indicated the positive association of agreeableness and conscientiousness with empowering leadership, while neuroticism was found to be negatively related. The results also provided support for the mediating effect of the LMX between empowering leadership and constructive voice behavior. Further, the authors theorized and verified the sequential mediation model proposing the indirect effect between leader’s personality traits and constructive voice.

Self-reported measures were used for data collection which suffers from the limitation of socially biased responses. Lack of large sample size inhibits us from drawing widely accepted generalization.

The authors suggest that consideration of the personality traits might assist and help organizations in choosing empowering leaders. This assumes importance as notable indirect impact of empowering leadership on constructive voice (promotive voice and prohibitive voice) has been observed. The findings also suggest the nurturing quality that LMX plays an important role in facilitating constructive voice.

This study is first of its kind in understanding the mediating mechanism between empowering leadership and constructive voice. This study further explored serial mediation (i.e. empowering leadership and LMX together) between leader’s personality and constructive voice.

The purpose of this paper is to compare the direct and indirect effects of transformational, ethical and empowering leadership (EL) on promotive and prohibitive voice behavior. The study also explores the mediating effects of leader-member exchange (LMX) and moderating effects of individual power distance orientation (IPDO) in the hypothesized model. The research conducted attempts to identify the most suitable leadership style for encouraging promotive and prohibitive voice behavior in service sector organizations in India.

Purposive and snowball sampling was used for data collection. Necessary condition analysis (NCA) was conducted to identify the most suitable style for encouraging promotive and prohibitive voice behavior. The results NCA were later verified using the structural equation modeling technique.

Results of the study displayed the supremacy of EL style in promoting high-quality LMX and “promotive and prohibitive” voice over transformational and ethical leadership in Indian service organizations. Considering the overall results of the study, EL appears to be the most suitable style for encouraging promotive and prohibitive voice in a high power distance country like India.

Self-reported measures utilized in the study might have affected the findings and hence, should be interpreted with caution.

Researchers propose the adoption of EL style for encouraging promotive and prohibitive voice in Indian service sector organizations. The researchers also highlight the noteworthy impact of LMX and IPDO on promotive and prohibitive voice behavior, which makes it a point for the leaders to work toward lowering IPDO amongst followers to promote both promotive and prohibitive voice behavior for the growth of an organization.

The study is the first one to conduct a comparative moderated mediated examination to analyze the effects of transformational, ethical and EL in encouraging promotive and prohibitive voice behavior in Indian organizations.