Proactive Personality, LMX, and Voice Behavior: Employee–Supervisor Sex (Dis)similarity as a Moderator

Abstract

In today's changing environment, employees' voice behavior can enhance organizational effectiveness. This study tests an integrative model linking proactive personality, leader-member exchange (LMX), voice behavior, and employee-supervisor sex (dis)similarity. Sex (dis)similarity is posited as a moderator. Results showed proactive personality was positively related to both voice behavior and LMX quality, and LMX quality was positively related to voice behavior. LMX quality partially mediated the relationship between proactive personality and voice behavior. Employee-supervisor sex (dis)similarity moderated the effect of LMX quality on voice behavior. Employees working in higher quality LMX relationships with supervisors of dissimilar sex exhibited more voice behavior.

The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange

“…Sanders et al 28 highlighted a significant effect of LMX on employee innovative behavior. Wijaya 31 found a significant mediating role of LMX in the relationship between proactive personality and employee voice. On the other hand, the effectiveness of work interactions, communication and coordination with team members 1 as well as assistance provided by a team member through the introduction of enhanced work methods, 57 as referred to TMX, were critical for workplace innovation.…”

“…A good-quality employee-leader or team relationship has been cited in the literature as a significant predictor of employee satisfaction, engagement, commitment, performance, and proactivity. 27 –31…”

“…A good-quality employee-leader or team relationship has been cited in the literature as a significant predictor of employee satisfaction, engagement, commitment, performance, and proactivity. [27][28][29][30][31] The importance of the current study is based on providing an appropriate model that explains the role of AMO practices in enhancing employee proactivity in small service companies. These practices involve helping employees to improve performance, increasing engagement, improving creativity, engendering motivation, and enriching proactivity.…”

The Use of Economic and Social Exchange Perspectives in Linking Salary Satisfaction, Work Relationship, and Employee Performance

“…This study believes that a high work relationship quality manifests a high social exchange quality within an organization. Extant literature, for example, has proposed the relationship quality among team members (named as team-member exchange or TMX, e.g., Liao et al 2013;Seer et al 1995) and between an employee and his/ her supervisor (named as leader-member exchange or LMX, e.g., Graen and Uhl-Bien, 1995;Wijaya, 2019). All authors believe that the exchange relationships attributed in LMX and TMX are forms of social exchange relationships where trust, helping/supporting behavior, and psychological contract-based interrelation are emphasized.…”

“…Social exchange quality may lead to various individual performance (e.g., Atwater and Carmeli, 2009;Eisenberger et al 2010;Farndale et al 2011;Liao et al 2013;Wijaya, 2019). One reason is because this exchange relationship improves employees' commitment (Biggs et al 2016), which in turn, enhances performance (Dinc, 2017).…”