scholarly journals Examining the Effect of Leader–Member Exchange Social Comparison on Employee Voice Behavior: The Role of Employee–Organization and Supervisors Organizational Embodiment

2021 ◽  
Vol 10 (1) ◽  
pp. 1-21
Author(s):  
Shalendra S. Kumar ◽  
Shinhyung Kang
Keyword(s):  
Social Comparison ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Member Exchange

scholarly journals The Impact of Leader-member Exchange (LMX) and Empowerment on Employee Voice Behavior

2016 ◽  
Vol 4 (1) ◽  
pp. 44-55 ◽  
Author(s):  
Simon C. H. Chan ◽  
Davey Yeung
Keyword(s):  
Mainland China ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Manufacturing Firm ◽  
Member Exchange ◽  
Managerial Implications ◽  
The Impact ◽  
Moderating Role

Abstract This study examines the impact of leader-member exchange (LMX) and the moderating role of empowerment on employee voice behavior. A sample of 314 supervisor-subordinate dyadic exchanges was collected from a manufacturing firm in Mainland China. The results provided support the view that LMX and empowerment were both significantly associated with employee voice behavior. The positive relationship between LMX and employee voice behavior was stronger when employees received higher levels of empowerment. Theoretical and managerial implications of the research are discussed.

Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
You-De Dai ◽  
Wen-Long Zhuang ◽  
Po-Kai Yang ◽  
Yi-Jun Wang ◽  
Tzung-Cheng Huan
Keyword(s):  
Convergent Validity ◽  
Discriminant Validity ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Content Type ◽  
Hotel Employees ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange. Design/methodology/approach The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses. Findings The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior. Originality/value This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

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.

scholarly journals Impact of Managers' Voice Solicitation on Leader-Member Exchange with the Mediating Role of Employees' Voice Behavior and Emotional Exhaustion

2020 ◽  
Vol V (III) ◽  
pp. 1-13
Author(s):  
Sadaf Nagi ◽  
Muhammad Zahid Iqbal
Keyword(s):  
Emotional Exhaustion ◽  
Structural Equation ◽  
Vital Role ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Mediating Role ◽  
Member Exchange ◽  
Managerial Implications ◽  
Telecom Sector

Employees' voice plays a vital role in enhancing organizational achievements. Despite its vitality, existing literature provides that managers usually demonstrate reduced voice solicitation. This study attempts to find the likely effects of managers' reluctance toward employees' voice. Furthermore, employees who cannot raise their voice may suffer from emotional exhaustion, which in turn can lower their perception of Leader-member exchange (LMX). The extant research was carried out on a sample of 240 respondents from telecom sector of Pakistan as manager-employee matched pairs, supports the above arguments. Based on a variance-based structural equation modelling and bootstrapping procedure, results showed that employees' voice behavior and employees' emotional exhaustion serially mediated the relationship between managers' voice solicitation and LMX. The results highlight the need to have an environment in organizations where employees' voice is not denigrated. Finally, the theoretical and managerial implications of the study were presented.

Can leader-member exchange social comparison elicit uncivil employee behavior? The buffering role of aggression-preventive supervisor behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dheeraj Sharma ◽  
Madhurima Mishra ◽  
Shivendra Kumar Pandey ◽  
Koustab Ghosh
Keyword(s):  
Social Comparison ◽  
Negative Emotions ◽  
Leader Member Exchange ◽  
Preventive Behavior ◽  
Employee Behavior ◽  
Content Type ◽  
Uncivil Behavior ◽  
Member Exchange ◽  
Supervisor Behavior

Purpose This study aims to examine the role of leader-member exchange social comparison (LMXSC) perceptions in triggering the instigation of uncivil behavior in the workplace. This study also explores the intervening role of envy and the buffering role of aggression-preventive supervisor behavior within the proposed relationship. Design/methodology/approach Data were collected in two phases separated by an interval of four weeks. The final sample consisted of 224 full-time white-collar employees working in five large pharmaceutical manufacturing organizations in India. Findings The findings indicate that employees’ subjective perceptions of being involved in poorer-quality LMX relationships than their workgroup members generate envy, which, in turn, evokes them to instigate uncivil behaviors onto those higher-LMX counterparts. The indirect effect of LMX social comparison on instigated workplace incivility through envy gets attenuated when supervisors engage in aggression-preventive behavior. Practical implications To protect organizations from the financial and productivity losses associated with incivility, supervisors are encouraged to exhibit aggression-preventive behavior if they form differentiated exchange relationships with the subordinates in their teams. Supervisors are further advised to avoid the altogether neglect of lower-LMX subordinates as doing so may give rise to negative emotions (envy) and behavior (incivility) among them. Originality/value This study expands the limited body of knowledge on the antecedents of uncivil employee behavior in the workplace. Specifically, it unveils that incivility toward coworkers may be stemming from unfavorable LMX social comparisons and ensuing negative emotions such as envy. It also offers insights on reducing uncivil behavior by highlighting that the impact of LMXSC and envy on incivility instigation gets buffered in the presence of aggression-preventive supervisor behavior.

Leader Humor and Employee Upward Voice: The Role of Employee Relationship Quality and Traditionality

2020 ◽  
pp. 154805182097087
Author(s):  
Ling Tan ◽  
Yongli Wang ◽  
Hailing Lu
Keyword(s):  
Field Study ◽  
Process Model ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Continuous Increase ◽  
Positive Effects ◽  
Member Exchange ◽  
Employee Relationship ◽  
The Relationship

Despite the continuous increase in empirical research on leader humor, the important issue of how and when leader humor affects employees’ interpersonal, proactive behaviors in the form of upward voice has largely been overlooked. Drawing on relational process model of humor and data from one multiwave, multisource field study and one experimental field study, we find that the positive effects of leader humor on upward voice behavior can be accounted for by both supervisor–subordinate nonwork ties (i.e., supervisor–subordinate guanxi) and supervisor–subordinate work ties (i.e., leader–member exchange). The indirect effects of both supervisor–subordinate guanxi and leader–member exchange on the relationship between leader humor and upward voice behavior are stronger when employees score low on traditionality. These results shed light on the role of leader humor in promoting the bottom–up flow of potentially critical information in organizations through high-quality relationships with followers and provide insights into who will benefit more from humor in leadership.

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