scholarly journals How Does Paradoxical Leadership Affect Employees’ Voice Behaviors in Workplace? A Leader-Member Exchange Perspective

2020 ◽  
Vol 17 (4) ◽  
pp. 1162
Author(s):  
Xue ◽  
Li ◽  
Liang ◽  
Li
Keyword(s):  
Self Efficacy ◽  
Leadership Behavior ◽  
Psychological Safety ◽  
Employee Voice ◽  
Proactive Behavior ◽  
Voice Behavior ◽  
Team Size ◽  
Member Exchange ◽  
The Relationship ◽  
Promotive Voice

We theorized and tested a leader-member perspective beyond the existing studies in paradoxical leadership and employee voice behavior. We proposed that paradoxical leadership influences employees’ voice behavior through psychological safety and self-efficacy. We also theorized that team size influences an extent to which the subordinates internalize their self-efficacy and psychological safety to exhibit proactive behavior. In a longitudinal study conducted on 155 subordinates and 96 supervisors in China, we found that when leaders adopt paradoxical behavior, employees are more likely to engage into promotive voice behavior; however, employees’ prohibitive voice behavior is reduced when their leaders adopt paradoxes in leadership behavior. Additionally, psychological safety mediates the relationship between paradoxical leadership and promotive voice behavior. Further, team size has significant interaction effects with psychological safety on promotive 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.

scholarly journals Psychological Safety in Ghana: Empirical Analyses of Antecedents and Consequences

2019 ◽  
Vol 17 (1) ◽  
pp. 214 ◽  
Author(s):  
Mavis Agyemang Opoku ◽  
Suk Bong Choi ◽  
Seung-Wan Kang
Keyword(s):  
Psychological Safety ◽  
Future Research ◽  
Conservation Of Resources ◽  
Capital Investments ◽  
Voice Behavior ◽  
Member Exchange ◽  
Managerial Implications ◽  
Antecedents And Consequences ◽  
Time Lagged ◽  
The Relationship

This study examines psychological safety as a mediator in the relationship between Leader–Member Exchange (LMX) and voice behavior. Based on the conservation of resources theory, a moderated mediation framework was used to examine human capital investments, specifically employee education and tenure, as boundary conditions of this relationship. The research hypotheses were tested with a sample of 207 employee-supervisor dyads working in a time-lagged design. The study found that psychological safety is an intermediary mechanism through which LMX affects voice behavior. Employees’ level of education negatively moderates the relationship between LMX and psychological safety. Furthermore, the results suggest that organizational tenure accentuates the relationship between LMX and psychological safety, and strengthens the indirect effect of LMX on voice behavior. The theoretical contributions and managerial implications are discussed in addition to directions for future research.

scholarly journals The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

2020 ◽  
Vol 17 (4) ◽  
pp. 1150 ◽  
Author(s):  
Rentao Miao ◽  
Lu Lu ◽  
Yi Cao ◽  
Qing Du
Keyword(s):  
High Performance ◽  
Psychological Safety ◽  
Employee Voice ◽  
Full Time ◽  
Innovative Behavior ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship ◽  
Promotive Voice ◽  
Prohibitive Voice

In this study, we examined the associations of the high-performance work system (HPWS) with employee innovative behavior, and tested a theoretical model in which these associations were mediated by employee voice (promotive and prohibitive voice) and moderated by psychological safety. Matched data were collected from 46 HR (Human Resource) managers and 374 full-time employees from 46 companies in China with multi-source and time-lagged techniques. We found that the HPWS is associated with employee behavior. Both the promotive voice and prohibitive voice partially mediate the relationship between HPWS and employee innovative behavior. Psychological safety moderates the relationship between HPWS and the promotive voice. However, psychological safety does not moderate the relationship between HPWS and the prohibitive voice. Furthermore, psychological safety moderates the mediation effect of the promotive voice between HPWS and employee innovative behavior. We discuss the theoretical and practical implications of these findings.

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.

Linking leader–member exchange to employee voice behavior: The mediating role of self-efficacy

2021 ◽  
Vol 49 (12) ◽  
pp. 1-8
Author(s):  
Jie Liu ◽  
Jia Wang ◽  
Zhibiao Geng ◽  
Yifu Wang
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Employee Voice ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediating Role ◽  
Member Exchange

Previous studies have found a positive relationship between leader–member exchange (LMX) and employee voice behavior. However, little is known about the psychological mechanisms underlying this association. We examined self-efficacy as a mediator of the linkage between LMX and employee voice behavior by conducting a cross-sectional survey with a sample of 295 leader–follower dyads from a Chinese company. We performed structural equation modeling to analyze the data. Results show that LMX was positively related to employee voice behavior, and self-efficacy partially mediated the link between LMX and employee voice behavior. This research offers insight into the mechanistic processes through which LMX affects employee voice behavior, and indicates that organizations should pay attention to establishing high-quality LMX relationships to facilitate employee selfefficacy as well as voice behavior.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

Effect of implicit prototype theory on employees' proactive behavior

2020 ◽  
Vol 48 (5) ◽  
pp. 1-12
Author(s):  
Hongwu Xiao ◽  
Donghan Wang ◽  
Xiaohan Liu ◽  
Yi Liu
Keyword(s):  
Role Theory ◽  
Reliability And Validity ◽  
Leader Member Exchange ◽  
Prototype Theory ◽  
Proactive Behavior ◽  
Regression Analyses ◽  
Theoretical Support ◽  
Member Exchange ◽  
Managerial Implications ◽  
The Relationship

We applied role theory to test a theoretical model that explained how and why an implicit prototype match influences employees' proactive behavior in interpersonal contexts. After analyzing the reliability and validity of the variables, we used correlation and regression analyses to test our hypotheses with 342 participants from enterprises in China. The results show that (a) a stronger implicit prototype match increased employees' proactive behavior, (b) leader–member exchange mediated the relationship between implicit prototype match and proactive behavior, and (c) leader–member liking (employee's liking for leader and vice versa) moderated the relationship between implicit prototype match and leader–member exchange. Our findings provide theoretical support for implicit prototype theory from the implicit match perspective and have managerial implications for organizations seeking to improve employees' proactive behavior.

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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