How to Promote Employee Voice Behavior:Analysis Based on Leadership Style Perspective
Abstract
In recent years, the theoretical and practical circles have conducted a lot of theoretical exploration and practical development on how to promote employees' voice behavior, among them, the effect of leadership style on employee voice behavior has received full attention from academic circles. On the basis of the researches of leadership style theory and voice behavior, the paper used text analysis to investigate the process mechanism and effect direction of different leadership style on voice behavior emphatically. The results showed as follows: The influence of leadership style on employee voice behavior is significant mostly, while there were differences in process mechanism and effect direction; Among them, psychological mechanism of employees played a major role in transmission and moderating effect, the connotation and characteristics of leadership style determined the effect degree and effect direction. By applying the leadership style contingently and creating good employee voice climate, employee voice behavior could be promoted widely, and management quality of the enterprise would be improved.
Keywords
Full Text:
PDFReferences
Van Dyne, L. & LePine, J. A. Helping and Voice Extra-role Behaviors:Evidence of Construct and Predictive Validity [J]. The Academy of Management Journal, 1998, 41(1):108-119.
Duan Jinyun, Wang Zhongming & Zhong Jian' an. A Research on the Impact of Big Five and Perceived Organizational Justice on Voice Behavior [J]. Psychological Science, 2007, 30(1):19-22.
Tyler, T.R., P. Dedoey, H.J.Smith. Understanding Why the Justice of Group Procedures Matters: A Test of the Psychological Dynamics of the Group-value Model [J]. Journal of Personality and Social Psychology, 2006, 70(70):913-920.
Bae, K. S., Chuma, H., Kato, T., Kim, D. B., & Ohashi, I. High performance work practices and employee voice: A comparison of Japanese and Korean workers. Industrial Relations, 2011, 50(1), 1–29.
Bass, B. M., Avolio, B. J. Developing Transformational Leadership: 1992 and Beyond. Journal of European Industrial Training, 1990, 14(5): 21-27.
Bono, J. E., Judge, T. A. The Advice and Influence Networks of Transformational Leaders. Journal of Applied Psychology, 2005, 90(6): 1306-1314.
WU Longzeng, CAO Kunpeng, CH EN Yuanyi & TANG Guiyao. Transformational Leadership and Employee Voice Behavior: An Examination of the Mediating Mechanisms [J]. Chinese Journal of Management, 2011, 8 (1):61-66.
Duan Jinyun & Huang Caiyun. The Mechanism of Individual-focused Transformational
Leadership on Employee Voice Behavior: A Self-determination Perspective [J]. Nankai Business Review, 2014, 17 (4):98-109.
Sun Yu & Wang Jing. Transformational Leadership and Employees' Advice: Mediating Role of Psychological Empowerment [J].Taxation and Economy, 2015 (1):28-33.
Huang X., Iun J., Liu A. L., et al. Does Participative Leadership Behavior Enhance Work Performance by Inducing Empowerment or Trust? The Differential Effects on Subordinate Managers and Subordinate Employees [J]. Journal of Organizational Behavior, 2010, 31(1):122-143.
DUAN Jin-Yun & LING Bin. A Chinese Indigenous Study of the Construct of Employee Voice Behavior and the Influence of Zhongyong on It [J]. Acta Psychologica Sinica, 2011, 43(10): 1185−1197.
Miao,Q. Newman,A. & Huang,X. The Impact of Participative Leadership on Job Performance and Organizational Citizenship Behavior: Distinguishing Between the Mediating Effects of Affective and Cognitive Trust [J]. International Journal of Human Resource Management, 2014, 25, 2796-2810.
Ahearne, M., Mathieu J., Rapp A. To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance [J]. Journal of Applied Psychology, 2005, 90(5): 945-955.
Liu,W. Zhu,R.H.& Yang,Y.K. I warn you because I like you: Voice behavior, employee identifications, and transformational leadership [J].The Leadership Quarterly, 2010, 21(1): 189 -202.
Xiang Changchun & Long lirong. Participative Leadership and Voice: The Mediating Role of Assertive Impression Management Motive [J]. Management Review, 2013, 25 (7):156-166.
ZHANG Chen, ZHU Jing, DUAN Jin-yun & TIAN Xiao-ming. Participative Leadership and Employee Voice: The Moderating Role of Self-Construal [J].Chinese Journal of Applied Psychology, 2016, 22 (1):26-36.
Avolio B.J, Gardner,W.L, Walumbwa F.O.,et al. Unlocking the Mask: a Look at the Process by Which Authentic Leaders Impact Follower Attitudes and Behaviors[J].The Leadership Quarterly,2004,15(6):801-823.
Diddams M., Chang G.C. Only Human: Exploring the Nature of Weakness in Authentic Leadership [J]. The Leadership Quarterly, 2012, 23(3): 593-603.
Liu Shengmin & Liao Jianqiao. Can Authentic Leadership Really Light Employee Prohibitive Voice [J]. Management Review, 2015, 4(27), 111-121.
Li Xiyuan, Wu Lin, Chen Si & Xiao Bei. Effect of Authentic Leadership on Voice Behavior of Subordinate: Mediating Role of Supervisory Support [J]. Technology Economics, 2016, 3 (35), 38-44+115.
Zheng Boxun. The Relationship between Parental Authority and Leadership Behavior: A Case Study of the Host of Private Enterprises in Taiwan [J]. Journal of Institute of Ethnology, 1995, 79:119-173.
Zheng Boxun, Zhou Lifang & Fan Jingli. Paternalistic Leadership Scale: The Construction and Measurement of the Ternary Model [J]. The Study of Local Psychology, 2000, 14: 3-64.
Zheng Boxun, Zhou Lifang, Huang Minping & Fan Jingli. The Ternary Pattern of Paternalistic Leadership: Evidence from the Chinese Mainland Enterprise Organization [J]. The Study of Local Psychology, 2003, 20: 209-252.
Duan Jinyun. The Influence of Paternalistic Leadership on Employee Voice Behavior: Mediated by Psychological Safety [J]. Management Review, 2012, 24 (10):109-116.
MA Gui-mei, FAN Yun, MEN Yi & ZHANG Ke-qin. Authoritarian Leadership and Employee Voice Behavior:A Dual Mediating Model [J]. Forecasting, 2014, 6(33), 1-7.
Qiu Gongying & Long Lirong. The Relationship Between Authoritarian Leadership and Subordinates' Voice:A Cross-level Analysis [J]. Science Research Management, 2014, 10(35), 86-93.
Walumbwa, F. O., & Schaubroeck, J. Leader Personality Traits and Employee Voice Behavior: Mediating Roles of Ethical Leadership and Work Group Psychological Safety [J]. Journal of Applied Psychology, 2009, 94(5), 1275–1286.
LIANG Jian. Ethical Leadership and Employee Voice: Examining a Moderated-Mediation Model [J]. Acta Psychologica Sinica, 2014, 2(46), 252-264.
Brown, M.E., Treviño, L.K., & Harrison, D.A. Ethical leadership: A Social Learning Perspective for Construct Development and Testing [J]. Organizational Behavior and Human Decision Processes, 2005, 97(2): 117-134.
De Hoogh, A.H.B., & Den Hartog, D.N. Ethical and Despotic Leadership, Relationships with Leader's Social Responsibility, Top Management Team Effectiveness and Subordinates' Optimism: A Multi-method Study [J]. The Leadership Quarterly, 2008, 19(3): 297-311.
Yang Mengyuan & Zhao Qiang. The Influence of Inclusive Leadership on Employee Voice Behavior: The Role of Voice Efficacy and the Mediating Role of Internal Motivation [J].Leadership Science, 2016, 14, 33-34.
Zhu Yue & Wang Xiaochen. Servant Leadership and Employee Voice Behavior: The Role of Leader-member Exchange and Learning Goal Orientation [J]. Journal of Psychological Science, 2015, 2(38), 426-432.
Owens, B. P., Hekman, D. R. Modeling How to Grow an Inductive Examination of Humble Leader Behaviors, Contingencies,and Outcomes [J].Academy of Management Journal, 2012,55(4):787-818.
Owens, B. P., Johnson, M. D.,Mitchell, T. R.Expressed Humility in Organizations: Implications for Performance,Teams,and Leadership [J]. Organization Science, 2013, 24( 5): 1517-1538.
ZHANG Juncheng. The Influence of Humble Leadership on the Employee's Voice Behavior: The Effects of Psychological Safety and Proactive Personality [J].Journal of Business Economics, 2016, 11, 25-33.
XUE Xian, SONG Heyi & TAN Le. How Does Empowering Leadership Promote Employee Voice Behavior—A Mediated Moderation Model [J]. East China Economic Management, 2015, 11(29), 23-29.
Weng Qingxiong, Wang Tingting, Wu Song & Hu Haijun. Foreign. Affective Leadership: Scale Development and Its Relationship with Employees' Turnover Intentions and Voice Behavior
[J]. Economics & Management, 2016, 12(38), 74-90.
Tepper, B. J. Consequences of Abusive Supervision. Academy of Management Journal, 2000, 43(2): 178-190.
Detert, J. R., & Burris, E. R. Leadership Behavior and Employee Voice: Is the Door Really Open? Academy of Management Journal, 2007, 50(4), 869–884.
WU Weiku, WANG Wei, LIU Jun & Wu Longzeng. Abusive Supervision, Perceived Psychological Safety and Voice Behavior [J].Chinese Journal of Management, 2012, 9 (1):57-63.
Xi Meng, Xu Qin, Zhong Weiguo & Zhao Shuming. Abusive Supervision and Subordinate Silence: A Moderating Model of Multilevel Characteristics [J].Nankai Business Review, 2015, 3(18), 132-140+150.
JU Lei. Research on the Relationship between Abusive Supervision and Employees' Promotive Voice Behavior [J].China Soft Science, 2016, 7, 182-192.
Refbacks
- There are currently no refbacks.
Copyright© 2015 Journal of Research in Business, Economics and Management. All rights reserved.
ISSN 2395-2210
For any help/support contact us at editorial@scitecresearch.com, jrbem@scitecresearch.com.