scholarly journals Does Humble Leadership Behavior Promote Employees’ Voice Behavior?—A Dual Mediating Model

2016 ◽  
Vol 04 (04) ◽  
pp. 731-740 ◽  
Author(s):  
Chaoyu Liu
Keyword(s):  
Leadership Behavior ◽  
Voice Behavior ◽  
Humble Leadership

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.

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.

scholarly journals How Humble Leadership Influences the Innovation of Technology Standards: A Moderated Mediation Model

2019 ◽  
Vol 11 (19) ◽  
pp. 5448 ◽  
Author(s):  
Hong Jiang ◽  
Wentao Liu ◽  
Lili Jia
Keyword(s):  
Structural Equation ◽  
Leadership Behavior ◽  
Knowledge Exchange ◽  
Technology Standards ◽  
Job Complexity ◽  
Moderated Mediation Model ◽  
Innovation Activities ◽  
Underlying Mechanisms ◽  
The Impact ◽  
Humble Leadership

Management researchers have paid increasing attention to the role of humble leadership in innovation activities. The underlying mechanisms through which leader humility influences team innovation and outcomes, however, remain unclear. We aim to investigate the impact of humble leadership on the innovation of technology standards via knowledge exchange and combination and job complexity. We apply the Structural Equation Modelling (SEM) to the survey data from 354 individuals who participated in technology standard innovation activities in China. Our empirical results show that knowledge exchange and combination play a mediating role between humble leadership behavior and the innovation of technology standards. Particularly, we find that job complexity moderates the positive relationship between knowledge exchange and combination and the innovation of technology standards in a nonlinear way. This is the first time that the latent mechanisms of humble leadership have been identified in the innovation of technology standards based on knowledge-based theory.

How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy

2020 ◽  
pp. 154805182097963
Author(s):  
Jeewon Cho ◽  
Pauline Schilpzand ◽  
Lei Huang ◽  
Ted Paterson
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Leadership Behavior ◽  
Theory And Practice ◽  
Citizenship Behavior ◽  
Job Autonomy ◽  
Study Results ◽  
Humble Leadership

This study extends our understanding of humble leadership as an important trust-engendering leadership style that influences employee behaviors. Drawing on social exchange theory, we articulate how humble leaders’ employee-centric behaviors signal trust and facilitate a social exchange relationship between leaders and followers. Specifically, we posit that a leader’s humble leadership behaviors are positively related to employees’ task performance and organizational citizenship behavior via feelings of being trusted by one’s supervisor. We also predict that the interaction between humble leadership and employee job autonomy will influence employees’ appraisal of feeling trusted. We tested our moderated-mediation model using experimental vignette data and three-wave survey data collected from 233 employees and their supervisors working at a large Chinese internet company. Study results support our hypotheses that humble leadership, and its interaction with employee job autonomy, contribute to feeling trusted by their supervisor. Furthermore, we found that humble leadership behavior, via enhanced perceptions of feeling trusted, predicted supervisor-rated employee task performance and organizational citizenship behavior toward the organization. The implications for theory and practice are discussed.

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 THE EFFECT OF ETHICAL LEADERSHIP ON VOICE BEHAVIOR: THE ROLE OF MEDIATORS ORGANIZATIONAL IDENTIFICATION AND MODERATING SELF-EFFICACY FOR VOICE

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Utami Tunjung Sari
Keyword(s):  
Social Exchange ◽  
Ethical Leadership ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Leadership Behavior ◽  
Positive Influence ◽  
Voice Behavior ◽  
Ethical Violations ◽  
The Government

Some ethical violations that occur in both business organizations and the government in turn highlight the important role of leadership in managing ethical accountability. Ethical leadership arises as a result of various ethical violations and demands for leaders to be able to manage ethical accountability. This study explains the mechanism of influence of ethical leadership behavior on voice behavior in private sector organizations in Indonesia. This study attempts to look at the role of organizational identification as a mediator on the influence of ethical leadership on voice behavior and incorporate the effects of mediation and moderation in one model (moderated mediation model) by using self-efficacy for voice as moderating. Learning theory, social exchange, social identity, and self-efficacy were used as the foundation in this study. 230 valid responses from employees took part in this study. The results of the data analysis showed ethical leadership behavior had a positive influence on voice behavior. Furthermore, organizational identification mediates the influence of ethical leadership on voice behavior and self-efficacy for voice moderating that influence. These findings indicate that employees identified with the organization have a tendency to voice behavior, then employees with high self-efficacy for voice will be more confident in their ability to conduct voice behavior.

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