scholarly journals Due Economy is Based on Authenticity? Authentic Leader’s Personality and Employees’ Voice Behaviour

2018 ◽  
Vol III (II) ◽  
pp. 43-54
Author(s):  
Muhammad Zia-ur Rehman ◽  
Atiqa Shahbaz ◽  
Noor Hassan
Keyword(s):  
Quantitative Study ◽  
Authentic Leadership ◽  
Positive Relationship ◽  
Healthcare Organization ◽  
Employee Voice ◽  
Voice Behavior ◽  
Direct Reports ◽  
The Impact

The study examines the impact of authentic leader’s personality on employee voice behavior through a quantitative study. The results, from a sample of 200 subordinate–supervisor dyads from a healthcare organization in Pakistan, provide evidence of a positive relationship for leader authentic personality with direct reports’ ratings of the leaders’ authentic leadership. In addition, authentic leadership was found to influence subordinates’ voice behavior, as rated by subordinates’ immediate supervisors; notably, this relationship was partially mediated by the subordinates’ perceptions of OBSE. Furthermore, leader authentic personality was indirectly related to subordinates’ voice behaviour through the mediating influence of authentic leadership and, in turn, subordinates’ perceptions of Organization-based selfesteem. The findings of this study will make management understand the linkage of an authentic leader’s personality and employee voice behavior.

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.

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.

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.

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.

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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