Transformational leadership and employee voice: an affective perspective

Abstract

This study aims to examine the effect of transformational leadership on employee voice behavior. Specifically, this study investigates the mediating role of positive affect in linking transformational leadership with voice and the moderating role of over-qualification in influencing the mediation of positive affect. In particular, a twowave survey was conducted. A sample of 271 participants complete a questionnaire measuring transformational leadership, positive affect and various demographic variables in the first wave. Then, they complete a second questionnaire measuring perceived over-qualification and voice behavior 2 weeks later. We conduct a series of multiple regression analyses to test the model. The results show that positive affect partially mediated the relationship between transformational leadership and employee voice behavior. Over-qualification moderated the relationship between positive affect and voice. In addition, moderated mediation analyses reveal that positive affect mediates the relationship between transformational leadership and voice only for highly over-qualified employees. This study investigates a new method linking transformational leadership and voice from an affective perspective by finding the mediating effect of positive affect. We also verify the role of "energized to" process in shaping proactive behaviors. Finally, this study examines the boundary conditions of the effect of positive affect on voice.

Linking transformational leadership and value congruence among Chinese police force: The mediating role of goal clarity and the moderating role of public service motivation

“…Also, the Chinese culture emphasises guanxi and personal favour (Xin & Pearce, ), which could result in high response rate in surveys (Bui, Zeng, & Higgs, ). For example, similar or even higher response rate was reported in other studies conducted in China, such as 83% (Schwarz, Newman, Cooper, & Eva, ), 82% (Miao, Eva, Newman, & Schwarz, ), 93% (Liu, Luksyte, Zhou, Shi, & Wang, ), and 95% (Wang, Xu, Sun, & Liu, ). For these reasons, although the response rate is high, we do not consider it as unduly problematic.…”

Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

“…Due to the likely benefits of voice, a growing body of literature is focusing to promote employees' voice behavior to challenge the status quo (e.g., Chen et al, 2018;Lu & Lu, 2020;Ng & Feldman, 2012;Tan et al, 2019). Despite the fact that transformational leadership has been recognized in recent years to play a vital role in determining employees' voice behavior (Bose et al, 2020;Chen et al, 2018;Duan et al, 2017;Svendsen et al, 2018;Wang et al, 2019;Zhang, Hu, & Wang, 2020), the indirect influence of transformational leadership on voice behaviors by using parallel mediators has been scarcely analyzed (Detert & Burris, 2007; T. L. Liang et al, 2017). This study contributed toward better understanding of the complete influential process of transformational leaders toward employee voice behavior by including more proximal and malleable motivating mechanisms that would work best in high power distance and collectivist South Asian cultures (Hofstede, 2001).…”

The study of knowledge employee voice among the knowledge-based companies: the case of an emerging economy

“…Based on this research results, group work is a cause of constructive ideas that can improve the execution process, so we can expect that this situation increases interaction, job satisfaction and commitment. The employees expect their organisation participation and volunteer opportunity outside management hierarchy, so they freely talk about their opinions (Wang, Xu, Sun, & Liu, 2019). When the productive speech is encouraged, the voice enables the employees to improve their perspective about the organisation.…”