Narcissistic leadership and voice behavior: the role of job stress, traditionality, and trust in leaders

2019 ◽  
Vol 14 (3) ◽  
pp. 543-563 ◽  
Author(s):  
Zhu Yao ◽  
Xianchun Zhang ◽  
Zhenxuan Liu ◽  
Lili Zhang ◽  
Jinlian Luo
Keyword(s):  
Job Stress ◽  
Mediation Effect ◽  
Employee Voice ◽  
Employee Behavior ◽  
Voice Behavior ◽  
Content Type ◽  
Trust In Leaders ◽  
The Impact ◽  
The Voice

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.

scholarly journals The Mediating Role of Employee Voice Behaviour in the Relation between Despotic Leadership and Employee Outcomes

sjesr ◽  
2020 ◽  
Vol 3 (4) ◽  
pp. 362-373
Author(s):  
Mir Aimal Kasi ◽  
Prof. Dr Zainiab Bibi ◽  
Prof. Dr Jahanvash Karim
Keyword(s):  
Turnover Intention ◽  
Positive Impact ◽  
Mediation Effect ◽  
Dark Side ◽  
Employee Voice ◽  
Voice Behavior ◽  
Employee Outcomes ◽  
Mediating Role ◽  
The Impact

Leaders play an essential role in the success and failure of the organization. In the past, studies examined positive leadership characteristics and behavior and their impacts on employee outcomes. The purpose of this study was to investigate the impact of despotic leadership on employee creativity and turnover intention with the mediating role of employee voice behavior. The sample consisted of 344 faculty members of Teacher Training Institutions in Pakistan. SPSS-25 software was used to evaluate the collected data. The results demonstrated that despotic leadership hurts employee voice behavior and creativity and has a positive impact on turnover intention. Further, the results also revealed that the voice behavior of employees has no mediation effect in the relationship between despotic leadership and employee outcomes (creativity and turnover intention). The study highlighted the importance of the topic and explored the research gap by focusing on the dark side of leadership and examined how despotic leadership harms the creativity and turnover intention of employees.

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.

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.

The role of supervisors on employees’ voice behavior

2019 ◽  
Vol 40 (1) ◽  
pp. 85-96 ◽  
Author(s):  
SuJin Son
Keyword(s):  
Social Information Processing ◽  
Employee Voice ◽  
Hierarchical Regression ◽  
Voice Behavior ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Moderating Factors ◽  
The Relationship

PurposeDrawing 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/approachThe proposed hypothesis was tested by using hierarchical regression analyses and Hayes’ PROCESS macro.FindingsThe 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/valueThe 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.

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.

Job embeddedness as a modulation

2016 ◽  
Vol 29 (4) ◽  
pp. 484-507 ◽  
Author(s):  
Chia-Yi Cheng ◽  
Jung-Nung Chang
Keyword(s):  
Goal Orientation ◽  
Job Stress ◽  
Structural Equation ◽  
Job Embeddedness ◽  
Major Life ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Reducing Stress

Purpose – Based on job embeddedness (JE) theory, the purpose of this paper is to explore the impact of goal orientation (GO) and JE on job stress for financial service salespersons in the indeterminate situation. Design/methodology/approach – Participants were 298 insurance salespersons employed at two major life insurance institutions in Taiwan: Nan Shan and Fubon – which were formerly the subsidiaries of two international financial groups, American International Group and International Netherland Group, respectively. The models were tested using the two-step structural equation procedure. Findings – Findings indicated that, compared with salespersons in the newly merged Fubon, those in Nan Shan, which was undergoing mergers and acquisitions, were found to be subject to higher job stress with lower JE. In the process of reducing stress, JE is an important mechanism. However, the modulating influence of embeddedness is dependent on salespersons’ GO. In situations of higher stress, learning-oriented salespersons (in Nan Shan) were unable to significantly reduce job stress until JE was introduced as a full mediator. However, in a lower stress context, performance-oriented salespersons (in Fubon) fully applied JE in order to relieve job stress. Research limitations/implications – Managers endeavor to help salespersons effectively improve stability and reduce job stress by exploiting salespersons’ dispositions. Originality/value – The contribution of this study includes identifying the role of JE on the relationship between GO and job stress for the contingency of an indeterminate state.

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.

Transformational leadership and employee voice: a model of proactive motivation

2019 ◽  
Vol 40 (7) ◽  
pp. 777-790
Author(s):  
Guilin Zhang ◽  
Michelle Inness
Keyword(s):  
Transformational Leadership ◽  
Affective Commitment ◽  
Online Survey ◽  
Leadership Behavior ◽  
Proactive Personality ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Reported Data ◽  
The Impact

Purpose Drawing on the model of proactive motivation, the purpose of this paper is to examine how transformational leadership influences followers’ voice behavior through three proactive motivation states, namely, “reason to,” “can do” and “energized to.” It also examines the moderating role of followers’ proactive personality in the relationship between transformational leadership and employee voice. Design/methodology/approach The online survey was distributed through Qualtrics using a two-wave design. In total, 1,454 participants completed the survey at Time 1, of those 447 also completed the survey at Time 2. Findings Transformational leadership influences employee voice via followers’ promotion focus, role-breadth self-efficacy and affective commitment. Followers’ proactive personality attenuates the impact of transformational leadership on voice, supporting the substitute for leadership hypothesis. Research limitations/implications Self-reported data are the main limitation of the present study. Other limitations include treating employee voice as a unidimensional construct and oversimplifying the impact of positive affect on voice. Practical implications The present study suggests that training managers to demonstrate more transformational leadership behavior, enhancing employees’ proactive motivation and hiring proactive individuals are strategies to facilitate employee voice. Originality/value The present study contributes to a better understanding of employee voice from a proactive motivation perspective. It also demonstrates that followers’ proactive personality is important “boundary condition” to transformational leadership.

Gift-selection for close recipients: how perceived similarity of preferences affect giver’s attitude

2019 ◽  
Vol 36 (1) ◽  
pp. 24-32 ◽  
Author(s):  
Sumit Sarkar ◽  
Arundhati Sarkar Bose
Keyword(s):  
Mediation Effect ◽  
Perceived Similarity ◽  
Content Type ◽  
Cross Cultural Study ◽  
Urban Indian ◽  
The Gift ◽  
Relational Closeness ◽  
Logistic Regressions ◽  
The Impact

Purpose This paper aims to investigate the impact of gift-givers’ perception of relational closeness on their gift-selection attitude and eventual selection when the gift is not a requested-gift. Design/methodology/approach A conceptual framework was constructed on the basis of five hypotheses, which were tested by field data collected through surveys of urban Indian gift-givers while they shopped for a gift. Logistic regressions were used for validating hypotheses. Mediation effect was computed using the PROCESS macro in SPSS. Findings The giver may have either a “recipient-centric” or a “giver-centric” attitude towards gift-selection. It was found that givers who feel greater closeness towards recipients are less likely to be “giver-centric” and more likely to believe that the recipient’s preferences are similar to their own. The givers’ belief that the recipient’s preferences are similar to their own mediates the effect of closeness on attitude. Closeness reduces the odds of making a “preference-contrary” selection among “recipient-centric” givers because of a perceived similarity of preferences. Research limitations/implications The study was conducted among urban Indian gift-shoppers. Cross-cultural study may be required for general interpretation of the results. In addition, the role of reciprocity in determining giver’s attitude and gift-selection was not studied. Practical implications The study found that the odds of making “preference-contrary” gift-selection depend on the closeness of the dyadic relation. This understanding can be used in advertising and promoting products that are used as gifts between close relations. Originality/value Previous studies postulated and demonstrated that relational closeness affects gift-giving behaviour, but none connected closeness to gift-selection. This research conceptualised gift-giver’s attitude, which influences giver’s selection.

Supportive leadership and EVB

2019 ◽  
Vol 38 (3) ◽  
pp. 225-237 ◽  
Author(s):  
Mervat Elsaied
Keyword(s):  
Positive Relationship ◽  
Preliminary Evidence ◽  
Proactive Personality ◽  
Mediating Effect ◽  
Employee Voice ◽  
Voice Behavior ◽  
Supportive Leadership ◽  
Content Type ◽  
The Relationship

PurposeThe 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.Design/methodology/approachThe 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.FindingsThe 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.Originality/valueThis 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.

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