I warn you because I like you: Voice behavior, employee identifications, and transformational leadership

Liu, Wu; Zhu, Renhong; Yang, Yongkang

doi:10.1016/j.leaqua.2009.10.014

Cited by 454 publications

(485 citation statements)

References 67 publications

Supporting

Mentioning

459

Contrasting

Unclassified

Order By: Relevance

“…Speaking up (voice) is one such behavior that may result from organizational identification (Lipponen, Bardi, & Haapamäki, 2008;Liu, Zhu, & Yang, 2010;Tangirala & Ramanujam, 2008). Voice is a behavior that involves proactively making suggestions to supervisors and management to enhance organizational efficiency by expressing concerns about current and potential problems or challenges (Morrison, 2011).…”

Section: Mediating Role Of Follower Identificationsmentioning

confidence: 99%

See 1 more Smart Citation

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

154

129

View full text Add to dashboard Cite

Previous studies have established the relationship between ethical leadership and a variety of positive follower outcomes. They have investigated a number of psychological mechanisms that mediate these relationships. In terms of mediators, follower organizational identification has been found to mediate the relationship between ethical leadership and follower job performance. In this research, we incorporate a second distinct and theoretically important type of social identification process, relational identification with the leader, along with organizational identification, and examine their mediating effects on follower performance and voice outcomes. Further, we bring the implicit theory of morality to the behavioral ethics literature and examine follower morality beliefs as a moderator. Using a Romanian sample of 302 followers under the supervision of 27 leaders, we found that ethical leadership has an indirect effect on follower job performance and voice (through the mediating mechanisms of both organizational and relational identifications) and that these relationships are stronger for followers who held the implicit theory that a person's moral character is fixed. Theoretical and practical implications are discussed.Keywords: Ethical leadership; relational identification; organizational identification; voice; implicit theory of morality (Mayer et al., 2012;Stouten et al., 2010). Recently, more attention has been paid to understanding the mediating mechanisms that underlie these relationships. The ethical leadership construct was initially proposed to rely on social learning processes to produce its effects (Brown et al., 2005). More recently, researchers have emphasized the prominent role of social identification processes by focusing on organizational identification as a mediator . We propose a model that includes two types of social identification mechanisms as mediators and that proposes a moderator of these effects that is new to the behavioral ethics literature, implicit morality beliefs.Identification processes have previously been proposed as a potential mediating mechanism (e.g., Brown & Mitchell, 2010) in the ethical leadership/outcome relationship . We expand the prior exclusive focus on organizational identification to account for the likely important role played by an employee's relational identification with the leader. Relational identification represents the extent to which one defines oneself in terms of a given role-relationship (Sluss & Ashforth, 2007), in this case, Perhaps more importantly, we propose that these identification processes will operate differently for employees holding different implicit morality beliefs. Individuals hold and utilize different implicit theories to make sense of the social world (Gopnik & Wellman, 1994;Kelly, 1955). These beliefs represent unspoken assumptions that can influence how people understand and structure their experiences. Although the implicit theory of managers has been shown to influence procedural justice and performance appraisal of...

show abstract

Section: Mediating Role Of Follower Identificationsmentioning

confidence: 99%

“…We used the speaking up scale developed by Liu et al (2010) based on an earlier general voice scale . A sample item was "develop and make recommendations to you concerning issues that affect the company."…”

Section: Dependent Variablesmentioning

confidence: 99%

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

154

129

View full text Add to dashboard Cite

show abstract

“…To understand what may promote or discourage employees from speaking up to their leaders, most of the existing voice research has taken a between-individual approach to explore the antecedents of voice (Morrison, 2011). These studies have identified employee characteristics, such as self-esteem and dispositional factors (e.g., LePine & Van Dyne, 2001), and leader characteristics, such as openness to change (e.g., Detert & Burris, 2007;Liu, Zhu, & Yang, 2010) and leadership styles (e.g., Fast, Burris & Bartel, 2014;Tangirala & Ramanujam, 2012;Walumbwa & Schaubroeck, 2009), as important predictors of voice.…”

mentioning

confidence: 99%

Why and When Leaders’ Affective States Influence Employee Upward Voice

Liu

Song

et al. 2017

AMJ

Self Cite

191

212

View full text Add to dashboard Cite

show abstract

“…If the advices are beneficial to the development of the organization, they will praise subordinates or provide other rewards fairly. Authoritarianism leaders assert their authority and require absolute obedience from their subordinates [4]. In fact, such leadership conveys two signals to subordinates.…”

Section: Paternalistic Leadership and Employee Voicementioning

confidence: 99%

“…Most of the research on employee voice has also been at the individual level of analysis, such as individual attitudes, dispositions and perceptions [1]. A full understanding of voice behavior, however, also requires insight into the effect of leadership on employee voice [2][3][4].…”

Section: Introductionmentioning

confidence: 99%

The Effect of Paternalistic Leadership on Employee Voice Behavior: The Study of the Mediating Role of OBSE

Xiao¹,

Pan²

2018

dtssehs

View full text Add to dashboard Cite

Abstract. As the research on the relationship between leadership behavior and employee voice behavior has generally been viewed from Western context (e.g., transformational leadership), few existing studies is rooted in Chinese culture. We investigated how the three components of paternalistic leadership, namely benevolence, moral and authoritarianism, influenced employee voice behavior through their impacts on organization-based self-esteem (OBSE). Using a sample of 347 employees, our results showed that three components of paternalistic leadership were most strongly related to o OBSE and subsequent voice. Benevolent leadership and moral leadership have significant positive influences on OBSE and employee voice behavior, while authoritarian leadership has a negative one. Also, OBSE was positively related to employee voice. Further, OBSE mediates the positive relationship between paternalistic leadership and subordinate voice.

show abstract

I warn you because I like you: Voice behavior, employee identifications, and transformational leadership

Cited by 454 publications

References 67 publications

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Why and When Leaders’ Affective States Influence Employee Upward Voice

The Effect of Paternalistic Leadership on Employee Voice Behavior: The Study of the Mediating Role of OBSE

Contact Info

Product

Resources

About