Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety.

2009 ◽  
Vol 94 (5) ◽  
pp. 1275-1286 ◽  
Author(s):  
Fred O. Walumbwa ◽  
John Schaubroeck
Keyword(s):  
Personality Traits ◽  
Ethical Leadership ◽  
Work Group ◽  
Psychological Safety ◽  
Employee Voice ◽  
Voice Behavior

scholarly journals Employee Voice: A Mechanism to Harness Employees’ Potential for Sustainable Success

2022 ◽  
Vol 19 (2) ◽  
pp. 921
Author(s):  
Hengwei Zhu ◽  
Muhammad Kamran Khan ◽  
Shakira Nazeer ◽  
Li Li ◽  
Qinghua Fu ◽  
...  
Keyword(s):  
Ethical Leadership ◽  
Psychological Safety ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
High Quality ◽  
Social Exchanges ◽  
Member Exchange ◽  
The Relationship ◽  
Ethical Leaders

Listening to employees’ concerns reduces their dissatisfaction, but moreover, for an organization to achieve sustainable success, employees must raise their creative voice and give their input in decision-making without the fear of rejection in a psychologically safe environment. Ethical leaders facilitate such a participative style of management. A bureaucratic culture, as is generally encountered in Pakistan’s work settings, poses real challenges to those who dare to speak up, therefore the importance of ethical leadership, leader–member exchange (LMX), and psychological safety cannot be neglected as coping mechanisms to sustain the employee voice for mutual gains. To investigate ethical leadership’s mediating mechanisms and boundary conditions on voice behavior, we examined a moderated mediation model with the leader–member exchange as a moderator and psychological safety as a mediator. Grounded in social exchange theory (SET), the current study uniquely posits and tests that employees feel psychologically safe in the presence of an ethical leader with whom they have high-quality social exchanges. Data were collected from 281 employees from the public corporations and private enterprises of the petroleum sector of Karachi. Results of the analysis, through SPSS and AMOS, revealed that psychological safety mediated the relationship of ethical leadership and voice behavior, while the indirect effect of ethical leadership on voice behavior (via psychological safety) is stronger for those employees who enjoy high-quality exchanges with ethical leaders. LMX was also found to moderate the relationship between ethical leadership and voice behavior. Contributions, recommendations, and limitations of the current study and further research areas are also discussed. The study offers practical insight on the mechanism of ethical leadership on employee voice behavior and recommends leaders to develop social exchanges to improve voice behavior for sustainable success.

Interpersonal antecedents to employee upward voice: mediating role of psychological safety

2018 ◽  
Vol 67 (9) ◽  
pp. 1510-1525 ◽  
Author(s):  
Sriji Edakkat Subhakaran ◽  
Lata Dyaram
Keyword(s):  
Structural Equation ◽  
Psychological Safety ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Manager Behavior ◽  
The Impact

Purpose Despite the increasing prominence of employee voice in organizational innovation and productivity, employees continue to struggle to influence matters that affect them at work. The purpose of this paper is to model work group context and manager behavior as the predictors of employee upward voice. Further, a mediating role of employee psychological safety is examined in this link. Design/methodology/approach With data from 575 employees representing various technology firms in India, the authors test the hypothesized relationships using covariance-based structural equation modeling. Findings Results indicate coworkers upward voice and manager pro-voice behavior to significantly impact employee upward voice with a mediating impact of psychological safety. This implies that perceived psychological safety plays a significant role in explaining the impact, coworkers and manager behavior would have on regulating employee upward voice. Originality/value This study contributes to the employee voice literature from an Indian context, where upward communication is culturally discouraged.

Supportive leadership, proactive personality and employee voice behavior

2019 ◽  
Vol 34 (1) ◽  
pp. 2-18 ◽  
Author(s):  
Mervat Mohamed Elsaied
Keyword(s):  
Design Methodology ◽  
Psychological Safety ◽  
Proactive Personality ◽  
Employee Voice ◽  
Voice Behavior ◽  
Supportive Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Immediate Supervisor

Purpose The purpose of this paper is to investigate the mediating role of psychological safety in the relationships among supportive leadership, proactive personality and employee voice behavior. Design/methodology/approach The data were collected from 268 employees, and 56 were their immediate supervisors, in three Egyptian companies belonging to footwear and headgear sector. Employees and their immediate supervisors provided data on separate questionnaires and different occasions; an identification number was used to match each employee’s questionnaire with the response of his/her immediate supervisor. Findings The results indicated that both supportive leadership and proactive personality had a positive and significant effect on voice behavior. In addition, the results showed that psychological safety fully mediated the relationships among supportive leadership, proactive personality and employee voice behavior. Originality/value This study contributes to the literature by linking supportive leadership, proactive personality and employee voice behavior. It clarifies how and why supportive leadership and proactive personality can stimulate voice behavior.

The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment

2019 ◽  
pp. 1-19 ◽  
Author(s):  
Jin Cheng ◽  
Haiqing Bai ◽  
Caixia Hu
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Employee Voice ◽  
Error Management ◽  
Voice Behavior ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

AbstractStudies have shown that voice could be utilized as an effective method to improve organizational effectiveness. This study explores the relationship between ethical leadership and employee voice behavior by focusing on the mediating role of the error management climate and the moderating role of the employee's organizational commitment. Analysis of data collected in three phases in China indicates that the error management climate partly mediates the relationship between ethical leadership and voice behavior. Also, organizational commitment is found to moderate the relationship between the error management climate and voice behavior. Theoretical and practical implications of these results are discussed.

Individual and managerial predictors of the different forms of employee voice

2019 ◽  
Vol 38 (7) ◽  
pp. 582-603 ◽  
Author(s):  
Ela Unler ◽  
Sibel Caliskan
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Safety ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Speak Up ◽  
Management Attitude

Purpose 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. Design/methodology/approach 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. Findings 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. Research limitations/implications The sample is relatively small which limits the external validity of the findings. Practical implications Results revealed the managerial attitude over employee voice through perceived work environment (psychological safety) and trust. Originality/value This study is one of the first that integrates not only constructive but also DESV into the model.

How and when group cohesion influences employee voice

2020 ◽  
Vol 35 (3) ◽  
pp. 142-154
Author(s):  
Fang Kong ◽  
Peng Liu ◽  
Jie Weng
Keyword(s):  
Psychological Safety ◽  
Group Cohesion ◽  
Situational Factors ◽  
Mediating Effect ◽  
Employee Voice ◽  
Voice Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Path Analyses ◽  
Cross Sectional Design

PurposeThis study examines how and when group cohesion influences employee voice.Design/methodology/approachThe sample comprises 215 employees from 41 workgroups in China. Multilevel path analyses were used to test the hypotheses.FindingsThe results show that group cohesion is positively related to employee voice. Group psychological safety mediates the positive relationship between group cohesion and employee voice. Further, high cohesion strength enhances the association of group cohesion with employee voice as well as the mediating effect of group cohesion on voice behavior through group psychological safety.Research limitations/implicationsThis study employs a cross-sectional design and does not establish causal relationships among the variables examined. This study offers research implications because it adds to our knowledge on the situational antecedents of voice behavior.Practical implicationsThe findings suggest that group cohesion plays an important role in influencing employee voice. To encourage employees to speak up, managers should pay attention to group cohesion in terms of both cohesion level and strength.Originality/valueThis study is the first to examine the mechanism and condition of the effect of group cohesion on employee voice, thus extending knowledge on the situational factors influencing voice behavior.

Psychological safety, employee voice, and work engagement

2020 ◽  
Vol 48 (3) ◽  
pp. 1-7
Author(s):  
Yuanqin Ge
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Psychological Safety ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Mediating Role ◽  
Safety Work ◽  
Shed Light

I examined the relationships among psychological safety, employee voice, and work engagement. Based on a literature review, I hypothesized that psychological safety would directly affect employees' engagement at work, and indirectly affect work engagement via employee voice. A validated survey was used to collect data from 153 employees of a large manufacturing company in China. The results of structural equation modeling offered support for the full mediating role of employee voice in the psychological safety–work engagement relationship. Employees who perceived psychological safety were more likely to exhibit voice behavior; employee voice, in turn, promoted work engagement. These findings extend prior research and shed light on how employees' psychological safety affects their work engagement. Discussion and implications of the results are presented.

Linking ethical leadership to employee voice: The role of trust

2020 ◽  
Vol 48 (8) ◽  
pp. 1-12
Author(s):  
Jianji Zeng ◽  
Guangyi Xu
Keyword(s):  
Ethical Leadership ◽  
Empirical Studies ◽  
Employee Voice ◽  
Voice Behavior ◽  
Work Processes ◽  
University Teachers ◽  
Relationship Of ◽  
The Relationship ◽  
Supervisor Trust

Ethical leadership is purported to foster employees' extrarole behaviors; however, there have been few empirical studies conducted to verify this effect. Therefore, we examined the relationship between ethical leadership and employees' voice behavior, and the mediating roles of both supervisor and organizational forms of trust in this relationship. Participants were 205 university teachers from 15 universities in China. The results show that ethical leadership positively predicted university teachers' use of voice. Moreover, the relationship of ethical leadership with university teachers' voice behavior was mediated by both supervisor trust and organizational trust. These findings expand the literature on ethical leadership and voice behavior and provide meaningful guidance for managers to encourage employees to make suggestions about ways to improve existing work processes.

Workplace fun and voice behavior: The mediating role of psychological safety

2020 ◽  
Vol 48 (11) ◽  
pp. 1-8
Author(s):  
Guodong Yang ◽  
Liyin Wang
Keyword(s):  
Structural Equation ◽  
Psychological Safety ◽  
Employee Voice ◽  
Equation Modeling ◽  
Future Research ◽  
Proactive Behavior ◽  
Voice Behavior ◽  
Mediating Role ◽  
Workplace Fun

We proposed a theoretical model explaining why workplace fun might enhance the proactive behavior of employee voice, and explored the mediating role of psychological safety in this relationship. Data were collected from a sample of 223 part-time students at three universities located in China, who were taking a Master of Business Administration course. The results of structural equation modeling show that workplace fun had a direct, significantly positive relationship with employee voice behavior, and that there was also an indirect effect through the mediator of psychological safety. These findings shed light on the ways in which workplace fun helps to increase employee voice behavior. Managers of organizations should consider ways to create a work environment that is fun to promote employees' psychological safety and voice behavior. Limitations and directions for future research are discussed.

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