How does moral identity promote employee voice behavior? The roles of work engagement and leader secure-base support

2021 ◽  
pp. 1-19
Author(s):  
Na-Ting Liu ◽  
Shu-Chen Chen ◽  
Wei-Chu Lee
Keyword(s):  
Work Engagement ◽  
Moral Identity ◽  
Employee Voice ◽  
Secure Base ◽  
Voice Behavior ◽  
Secure Base Support

Exploring the impact of abusive supervision on employee' voice behavior in Chinese construction industry: a moderated mediation analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Naseer Abbas Khan ◽  
Ali Nawaz Khan
Keyword(s):  
Construction Industry ◽  
Work Engagement ◽  
Self Efficacy ◽  
Abusive Supervision ◽  
Mediating Effect ◽  
Psychological Climate ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
The Impact

PurposeThe purpose of this study is to explore the impact of abusive supervision on employees' voice in China's construction industry. Moreover, the authors explore the mediating role of ethics-related self-efficacy and work engagement and the moderating influence of psychological climate in explaining the association between abusive supervision and employee voice behavior.Design/methodology/approachThis study used data in pairs collected from 402 supervisors and employees of construction companies in Anhui, China. In this study, the authors used the time-lag approach to collect data in three-time waves from different respondents. A structural equation modeling (SEM) approach was applied to test the hypothesized model.FindingsThe results of this study indicate that there is a significant association between abusive supervision and employee voice. Moreover, the results indicated that work engagement mediated the association between abusive supervision and employees' voice. In contrast, self-efficacy did not mediate the link between abusive supervision and employee voice. Furthermore, results also show that the contingent effect of psychological climate significantly influences the mediating effect of work engagement.Originality/valueThis study also has implications for the construction industry, allowing managers to create a favorable working atmosphere in which employees can reinforce their voices at work.

How leader secure-base support facilitates hotel employees’ promotive and prohibitive voices

2019 ◽  
Vol 31 (4) ◽  
pp. 1666-1683 ◽  
Author(s):  
Ming-Chuan Han ◽  
Pin-Chyuan Hwang
Keyword(s):  
Regulatory Focus ◽  
Leadership Behavior ◽  
Future Research ◽  
Secure Base ◽  
Voice Behavior ◽  
Promotion Focus ◽  
Content Type ◽  
Secure Base Support ◽  
Motivation Model ◽  
Promotive Voice

PurposeThis study aims to extend the prior literature on voice behavior by integrating leader secure-base support, psychological capital (PsyCap) and regulatory foci with promotive and prohibitive voices. The current research draws on the notions of the proactive motivation model and regulatory focus to provide insights into why and when the influences of PsyCap on a certain type of voice are determined by its relevant regulatory focus.Design/methodology/approachThis study uses a sample of 278 supervisor–subordinate dyads from Taiwan hotels. Hypothesis tests were conducted using AMOS 21.0 and the SPSS application PROCESS (Hayes, 2013).FindingsThe current study determined that PsyCap mediated the positive relationships between leader secure-base support and two types of voices. Promotion focus moderated the relationships between PsyCap and promotive voice and the indirect effect of leader secure-base support on promotive voice. This indirect relationship is more pronounced when promotion focus is low than when it is high.Research limitations/implicationsThis study has a few implications for future research. First, the use of PsyCap to explain the voice behavior of employees may extend the application of the proactive motivation model. Second, leader secure-base support should be viewed as a promising leadership behavior owing to its value as a PsyCap predictor. Third, results show that PsyCap can mediate the relationship between such support and two types of voices. Finally, incorporating the concept of ecological congruence provides improved insights into the role of regulatory foci.Originality/valueFirst, this study extends the notions of the proactive motivation model by elucidating the effects of PsyCap on promotive and prohibitive voices. Second, our findings indicate that leader secure-base support can enhance PsyCap, which in turn facilitate voice behaviors in hotel work settings. Finally, his study contributes to theory of regulatory focus by integrating the notion of Hobfoll’s (1998) ecological congruence to explain how each of the promotion and prevention focus can determine the path from PsyCap to different types of voices.

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.

scholarly journals How Does Emotional Labor Influence Voice Behavior? The Roles of Work Engagement and Perceived Organizational Support

2021 ◽  
Vol 13 (19) ◽  
pp. 10524
Author(s):  
Yuechao Du ◽  
Zhongming Wang
Keyword(s):  
Work Engagement ◽  
Emotional Labor ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Service Industry ◽  
Employee Voice ◽  
Conservation Of Resources ◽  
Voice Behavior ◽  
Surface Acting ◽  
The Sustainable Development

Promoting employee voice behavior is important for the sustainable development of organizations. Drawing on conservation of resources theory, the study examined the association between emotional labor and employee voice behavior and the mediation of work engagement in this relationship. Surveys were collected at two time points, four weeks apart, from 629 employees in the service industry in China. The results show that surface acting is negatively related to work engagement and that deep acting is positively related to work engagement. Employees’ work engagement is positively associated with voice behavior. Hence, work engagement appears to be a mediating variable that translates the emotional labor into voice behavior. Moreover, perceived organizational support moderates the relationship between emotional labor and voice behavior. The theoretical and practical implications of these findings are discussed.

Transformational leadership and employee voices in the hospitality industry

2017 ◽  
Vol 29 (1) ◽  
pp. 374-392 ◽  
Author(s):  
Tsang-Lang Liang ◽  
Hsueh-Feng Chang ◽  
Ming-Hsiang Ko ◽  
Chih-Wei Lin
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Structural Equation ◽  
Hospitality Industry ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Content Type ◽  
Significant Relationships ◽  
Relational Identification

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.

scholarly journals Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Employee Voice ◽  
Voice Behavior ◽  
Multiple Mediation ◽  
Significant Difference ◽  
The Relationship

Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.

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