How does moral identity promote employee voice behavior? The roles of work engagement and leader secure-base support

Liu, Na-Ting; Chen, Shu-Chen; Lee, Wei-Chu

doi:10.1080/10508422.2021.1923498

Cited by 16 publications

(8 citation statements)

References 83 publications

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“…It is worth noting that teachers perceive promotive voice (such as suggestions for improvement) more readily than prohibitive voice (refers to teachers' behavior that are harmful to their school) (Liang et al, 2012); hence, psychological empowerment of teachers is worth promoting to increase teachers' commitment to helping schools through voice (Wang et al, 2016). Identity leadership should not only be able to overcome the negative dynamics of the school organization, but also be a positive factor for teachers' voice behavior (Liu et al, 2022). In face of ongoing challenges, schools need ideas from teachers (i.e., voice behavior) to promote innovation; therefore, knowledge of how to lead and empower teams productively should be a critical factor for success.…”

Section: Hypothesis Resultsmentioning

confidence: 99%

Teachers’ voice behavior—Principal leadership‐driven or teacher self‐driven? Evidence from Taiwan

Hsieh,

Gunawan,

et al. 2024

Psychology in the Schools

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This study aims to explore whether teachers’ voice behavior is triggered by the leadership of the principal or the teachers themselves. Two conceptual frameworks are proposed to guide this research. In addition, the current study analyzes separately two dimensions of teachers’ voice behavior, namely, promotive voice and prohibitive voice. Data collected from 884 teachers in Taiwan were analyzed to test the moderated mediation model. Results of the first conceptual framework revealed that under identity leadership, teacher agency moderated significantly the relationship of psychological empowerment with prohibitive voice, but not significantly with promotive voice. Findings of the second conceptual framework confirmed that under teacher agency, identity leadership did not significantly moderate the relationships of psychological empowerment with promotive voice and prohibitive voice. Most important, this study discovered that teacher agency is the main trigger for teachers exhibiting promotive and prohibitive voice behaviors. Finally, implications and limitations of this study are presented.

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Section: Hypothesis Resultsmentioning

confidence: 99%

Teachers’ voice behavior—Principal leadership‐driven or teacher self‐driven? Evidence from Taiwan

Hsieh,

Gunawan,

et al. 2024

Psychology in the Schools

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“…Achmadi et al (2022) found that competitive climate moderated the positive effect of leader humility on voice behavior. Liu et al (2022) demonstrated that workers’ moral identity was positively associated with voice behavior, and work engagement was a mediator between workers’ moral identity and voice behavior. In another study, job autonomy had a positive link with employees’ promotive voice behavior through work engagement (Kao et al , 2022).…”

Section: Literature Review Hypotheses and Research Modelmentioning

confidence: 97%

Green human resource management, job embeddedness and their effects on restaurant employees’ green voice behaviors

Tabrizi

Karatepe

Rezapouraghdam

et al. 2023

IJCHM

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Purpose The purpose of this study is to test the interrelationships of green human resource management (GHRM), job embeddedness (JEM), green promotive voice behavior and green prohibitive voice behavior. It assesses JEM as a mediator of the link between GHRM and the aforesaid green voice behavioral consequences. Design/methodology/approach Data obtained from the employees of 11 restaurants in Northern Cyprus were used to gauge the said relationships via the partial least squares structural equation modeling. Findings GHRM boosts employees’ JEM. Employees high on JEM exhibit green promotive and prohibitive behaviors at elevated levels. JEM is the psychological mechanism relating GHRM to green work outcomes. Practical implications Restaurateurs should create an environment that enables employees to speak up and share their opinions on the problems and challenges concerning the environmental sustainability and green initiatives of the restaurant. In addition, they should develop and maintain good relations with employees via GHRM practices. These are important implications that would promote eco-friendly behaviors among employees. Originality/value This paper focuses on JEM, green promotive voice behavior and green prohibitive voice behavior as the neglected outcomes of GHRM. That is, there is no empirical evidence reporting that GHRM fosters employees’ JEM. This is also true for JEM as a mediator linking GHRM to the aforementioned dimensions of green voice behavior. With this stated in mind, this study fills in these gaps.

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“…According to the ‘social person’ hypothesis, sociality remains the fundamental property of human being. Identity and friendship influence employees' attitudes and behaviors more than economic factors (Liu, Chen and Lee 2022). Especially in the Chinese context, the traditional Chinese Confucian culture emphasizes ‘harmony’, which profoundly affects the way employees think about interpersonal relationships.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

How does supervisor developmental feedback make employees sense the meaning of work?

Zhang

Tan

Wang

2023

Asia Pac J Human Res

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This article used 677 questionnaires obtained by stratified sampling as a sample and used the hierarchical regression analysis method and the bootstrap method to analyze the data. Based on Self‐Determination Theory, this article integrated the Leader‐Member Exchange (LMX) situation to explore the mechanism of supervisor developmental feedback on employees' work meaningfulness. The results showed that supervisor developmental feedback aroused employees' work meaningfulness by meeting the autonomy need and relatedness need. Although competence need satisfaction could not enhance employees' work meaningfulness, its development could satisfy the relatedness need and autonomy need and thus boost work meaningfulness. High‐quality LMX enhanced the impact of supervisor developmental feedback on relatedness need satisfaction. This article explored the antecedents of employees' work meaningfulness from the perspectives of supervisor behavior and supervisor‐subordinate interaction. Our study completely presents the internal mechanism of employees' work meaningfulness from the psychological level, expands on existing research and provides practical guiding value for organizations to activate employees' work meaningfulness.

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How does moral identity promote employee voice behavior? The roles of work engagement and leader secure-base support

Cited by 16 publications

References 83 publications

Teachers’ voice behavior—Principal leadership‐driven or teacher self‐driven? Evidence from Taiwan

Teachers’ voice behavior—Principal leadership‐driven or teacher self‐driven? Evidence from Taiwan

Green human resource management, job embeddedness and their effects on restaurant employees’ green voice behaviors

How does supervisor developmental feedback make employees sense the meaning of work?

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