Encouraging employee voice behavior through supportive leadership, commitment and customer-oriented behavior in restaurant in Türkiye

The purpose of this research is to analyze the impact of supportive leadership and supervisor voice behavior on employee voice behavior in the ceramic industry in Pakistan. The study also aims to investigate the role of trust in the supervisor as a mediator between the independent and dependent variables. The data was collected through a survey questionnaire from 180 employees working in ceramic companies in Karachi, Pakistan. The statistical analysis was conducted using SPSS and PLS-SEM to test the hypotheses. The findings of the study indicate that both supportive leadership and supervisor voice behavior have a positive effect on employee voice behavior. This implies that when employees perceive their supervisors to be supportive, and they provide opportunities for employee participation and involvement, they are more likely to voice their opinions and ideas freely. Additionally, supportive leadership has a direct and positive impact on employee voice behavior. This implies that when employees receive supportive leadership, they are more likely to voice their opinions and ideas. The study also found that trust in supervision mediates the relationship between supervisor voice behavior, supportive leadership, and employee voice behavior. This suggests that when employees trust their supervisors, they are more likely to perceive their supervisors as providing a supportive leadership style and engaging in voice behavior, which ultimately leads to increased employee voice behavior. The research provides valuable insights for managers and supervisors in Pakistan's ceramic industry. It highlights the importance of supportive leadership and supervisor voice behavior in promoting employee voice behavior. Managers and supervisors can use this information to create a positive work environment that encourages employee participation and involvement. They can also work towards building trust with their employees to increase their perceptions of supportive leadership and supervisor voice behavior.

The purpose of this research is to analyze the impact of supportive leadership and supervisor voice behavior on employee voice behavior in the ceramic industry in Pakistan. The study also aims to investigate the role of trust in the supervisor as a mediator between the independent and dependent variables. The data was collected through a survey questionnaire from 180 employees working in ceramic companies in Karachi, Pakistan. The statistical analysis was conducted using SPSS and PLS-SEM to test the hypotheses. The findings of the study indicate that both supportive leadership and supervisor voice behavior have a positive effect on employee voice behavior. This implies that when employees perceive their supervisors to be supportive and they provide opportunities for employee participation and involvement, they are more likely to voice their opinions and ideas freely. Additionally, supportive leadership has a direct and positive impact on employee voice behavior. This implies that when employees receive supportive leadership, they are more likely to voice their opinions and ideas. The study also found that trust in supervision mediates the relationship between supervisor voice behavior, supportive leadership, and employee voice behavior. This suggests that when employees trust their supervisors, they are more likely to perceive their supervisors as providing a supportive leadership style and engaging in voice behavior, which ultimately leads to increased employee voice behavior. The research provides valuable insights for managers and supervisors in the ceramic industry of Pakistan. It highlights the importance of supportive leadership and supervisor voice behavior in promoting employee voice behavior. Managers and supervisors can use this information to create a positive work environment that encourages employee participation and involvement. They can also work towards building trust with their employees to increase their perceptions of supportive leadership and supervisor voice behavior.

PurposeThe purpose of this paper is to investigate the relationship between supportive leadership and employee voice behavior by examining the mediating role of employee advocacy, and the moderating role of proactive personality.Design/methodology/approachThe model was tested by using data that were collected from 402 supervisors, and 87 subordinates who were working in 6 firms belonging to the stone and Glass sector, in the Tenth Ramadan city, Egypt. The employees and their immediate supervisors provided data on separated questionnaires, and different occasions. Then, an identification number was used by the author to match each employee questionnaire with the response of his/ her immediate supervisor.FindingsThe results revealed that employee advocacy fully mediated the positive relationship between supportive leadership and employee voice behavior. Also, it also found that proactive personality moderated the relationship between supportive leadership and employee voice behavior, such that the relationship was stronger for people lower rather than higher in proactive personality.Originality/valueThis empirical paper provides preliminary evidence of the mediating effect of employee advocacy in the positive relationship between supportive leadership and employee voice behavior. The model extends the existing results by adding substantive moderate proactive personality to explain how the effect of supportive leadership on employee voice behavior.

Purpose The purpose of this paper is to investigate the mediating role of psychological safety in the relationships among supportive leadership, proactive personality and employee voice behavior. Design/methodology/approach The data were collected from 268 employees, and 56 were their immediate supervisors, in three Egyptian companies belonging to footwear and headgear sector. Employees and their immediate supervisors provided data on separate questionnaires and different occasions; an identification number was used to match each employee’s questionnaire with the response of his/her immediate supervisor. Findings The results indicated that both supportive leadership and proactive personality had a positive and significant effect on voice behavior. In addition, the results showed that psychological safety fully mediated the relationships among supportive leadership, proactive personality and employee voice behavior. Originality/value This study contributes to the literature by linking supportive leadership, proactive personality and employee voice behavior. It clarifies how and why supportive leadership and proactive personality can stimulate voice behavior.

The purpose of the study is to determine the influence of supportive leadership, voice behavior of supervisor on voice behavior of employees on in Pharmaceutical industry of Pakistan. Moreover, second objective of this study is to determine the role of trust in supervisor as a mediator between supportive leadership, voice behavior of supervisor and voice behavior of employee. The data was collected through survey questionnaire by spreading among employees working at pharmaceutical companies in Karachi, Pakistan. Total 180 sample data was analyzed and that delivered statistical results of developed hypotheses by observing previous studies. SPSS and PLS-SEM, statistical technique will use to test the hypotheses. The result found that supportive leadership and perceived voice behavior has positive affect on employee voice behavior. Further, supportive leadership has positive impact on employee voice behavior. In addition, trust in supervision positively mediates the relationship between perceived voice behavior of supervisor, supportive leadership and employee voice behavior.

<p>Due to increasing empowerment in work teams, team leaders’ supportive role in helping team members perform their tasks is deemed important. The present study aimed at exploring the multilevel dynamics involving team leaders’ supportive leadership and individual work outcomes. Longitudinal survey data were collected from 536 employees in 69 teams of a large engineering company located in South Korea. The results of multilevel structural equation modeling showed that individuals’ perceptions of supportive leadership were positively related to their subsequent task performance, and that this relationship was mediated by team commitment. The relationship between individual-level perceptions of supportive leadership and organizational citizenship behavior (OCB) was mediated by job satisfaction and team commitment. On the other hand, team cooperation mediated the relationship between team-level perceptions of supportive leadership and OCB. These findings provide meaningful insights into multilevel mediation processes involving different levels of supportive leadership perceptions.</p>

This study examined the influence of leadership behaviour on the organizational commitment of academic staff at Kyambogo University. Specifically, the study examined the influence of directive, supportive, participative and achievement-oriented leadership behaviours on the commitment of academic staff to their job.Using a positivist research paradigm, this correlational study involved a sample of 175 full-time academic staff of Kyambogo University. Data was collected using aself-administered questionnaire and analysed using Partial Least Square StructuralEquation Modelling (PLS-SEM). The results indicated that while participative leadership behaviour positively and significantly influenced the organizational commitment of academic staff, directive and supportive leadership behaviors had a negative and insignificant influence on organisational commitment of academic staff. Nonetheless, achievement-oriented leadership behaviour had apositive but insignificant influence on academic staff job commitment. Therefore,directive leadership behaviour impedes the organisational commitment of academic staff, supportive leadership behaviour leads to low organisational commitment of academic staff, participative leadership behaviour is essential for the organisational commitment of academic staff, and achievement-oriented leadership behaviour contributes less to organisational commitment of academic staff. It was recommended that university leaders should minimise the use of supportive and directive leadership behaviours in preference for participative leadership behaviour while not entirely ignoring engagement in achievement-oriented leadership behaviour.

PurposeWithin the retail banking sector, the customer-centric business model has become an important and new business trend in recent years. The enhancement of the frontline service employees’ engagement and their customer-oriented behaviors are among the key factors affecting business performance (BP) in this sector of the banking industry. The purpose of this paper is to improve management decisions to enhance BP through examining the relationship between the frontline employees’ engagement and BP while taking into account the mediating effect of customer-oriented behaviors on this relationship.Design/methodology/approachA quantitative approach was adopted to conduct the present study, and the respondents were sampled from a large commercial bank in Iran using a structured questionnaire. Overall, 50 branch managers and 90 frontline employees were selected using random sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items and a structural equation model was used for testing the proposed hypotheses and research framework.FindingsThe findings showed that customer-oriented behaviors mediated the relationship between the frontline employees’ engagement and bank’s branches’ BP. Higher levels of the frontline employees’ engagement enhance the customer-oriented behaviors. It was revealed that the frontline employees are engaged in their job and organization. Moreover, the engaged frontline employees listen carefully to customers, the customer’s problem is important to them and they complete their tasks precisely for customers. It has been confirmed that customer-oriented behaviors enhance branches’ BP. The bank frontline employees’ engagement and customer-oriented behaviors, in turn, affected the bank’s branches’ financial performance, process performance and employee performance compared with the bank’s key competitors.Research limitations/implicationsThis study highlights the value of empirically establishing how employee customer-oriented behaviors are affected by employee engagement as an integrative construct bringing together BP.Practical implicationsThis study can help improve BP by increasing the frontline employees’ engagement and their customer-oriented behaviors. This study suggests that organizations using the findings of this study could effectively assess their frontline employees’ engagement and their customer-oriented behaviors and then plan for improving them.Social implicationsThis study offers a customer-oriented initiative as a social responsibility to be considered by retail banks. In light of the social exchange theory, the banks valuing customer-oriented can provide employees with knowledge, skills, values and support to develop motivation and abilities to demonstrate customer-oriented organizational citizenship behaviors.Originality/valuePrevious studies demonstrated that the employees’ engagement affects their customer-oriented behaviors. In addition, studies have referred to the effect of employees’ customer-oriented behaviors on BP. However, to the best of the knowledge, key questions regarding how the employees’ engagement at the branch level fosters customer-oriented behaviors and, in turn, the bank’s branches’ BP, remain unanswered. Hence, this study contributes to the investigation of the mediating role of the frontline employees’ customer-oriented behaviors in the relationship between their engagement and branches’ BP in the retail banking sector.

Facilitating employee voice behavior has become an area of interest in the human resource management field, and many studies have examined the influence of leadership on employee voice behavior. However, there are limited studies on the relationship of visionary leadership to employee voice behavior. We investigated the relationship between visionary leadership and employee voice behavior, as well as the mediating role of employee selfefficacy. Data were collected through a paper-and-pencil survey completed by 294 supervisor–subordinate dyads in China. Results of structural equation modeling showed that visionary leadership was positively related to employee voice behavior and that this direct relationship was mediated by employee selfefficacy. This study is the first to empirically examine the relationships among visionary leadership, employee self-efficacy, and employee voice behavior, and it provides a new path to link visionary leadership to employee voice behavior.

This study focuses on entrepreneurs associated with construction-based renewable energy projects located in Pakistan. The objectives of this research to identify the critical factors that affect the success of entrepreneurs. We used three dimensions of critical success factors such as government support (GS), access to finance (AF), and personality traits (PTs). This study consists of four important direct and indirect relationships. First, we examine the direct relationship between critical success factors (CSFs) and the success of entrepreneurs. Second, we investigate the direct relationship between CSFs and supportive leadership (SL). Third, we also examine the indirect relationship of supportive leadership between CSFs and the success of entrepreneurs. Fourth, we test the direct relationship between supportive leadership and the success of entrepreneurs. In this study, we collected data from 255 entrepreneurs using convenience sampling techniques associated with construction-based renewable energy projects in Pakistan. A five-point Likert scale is used for data collection through a research questionnaire. The direct and indirect path analyses were tested using structural equation modeling (SEM). The results of this study conclude. First, in the direct relationship, all the critical success factors, i.e., personality traits, access to finance, and government support, positively and significantly impact entrepreneurs' success. Second, the results confirmed that all critical success factors positively correlate with supportive leadership. Third, the results also revealed that supportive leadership significantly and positively mediates the relationship between the three CSFs and the success of entrepreneurs. Fourth, the outcomes also demonstrate that supportive leadership positively affects the success of entrepreneurs. The outcomes of this study also suggest some theoretical and practical suggestions for academicians and entrepreneurial personnel.

This study aims to examine the relationships between managers’ leadership behaviours and employees’ customer orientations and to reveal the effect of the leadership behaviours exhibited by managers on employees’ customer-oriented behaviours. A quantitative research methodology was employed to achieve this objective. The research utilised a relational research type and a field study design based on examining variables. Data were collected through a survey administered to 226 service employees at a hotel in Antalya using a convenience sampling method. For the analysis of the collected data, confirmatory factor analysis was conducted to assess the validity of the scales, reliability was tested using Cronbach's alpha, and correlation and regression analyses were performed to identify relationships between variables. The data analysis was carried out using SPSS 27.0 and AMOS software. According to the results obtained, significant positive relationships were identified between managers’ leadership behaviours and employees’ customer-oriented behaviours. Furthermore, the regression analysis results indicated that managers' leadership behaviours significantly and positively affect the development of employees' customer-oriented behaviours. Additionally, when examined in sub-dimensions, the results showed that leadership behaviours such as challenging the process, inspiring a shared vision, facilitating others’ work, modelling the way, and encouraging the heart significantly and positively affect employees' customer-oriented behaviours.

Team has become one of the most important strategic resources in the organization. However, the overall effect of team is often difficult to achieve in the practical application of team in China's enterprises. According to the investigation of high technology innovation teams and the relative literature reviews, the team climate is an important influencing factor for achieving the overall effect of team. Therefore, a conceptual model including five components of team climate (which are Leadership Behavior, Member Heterogeneity, Role Expectation, Team Trust, Team Commitment), and Team Innovation Performance, were set up. Further questionnaire survey was done, data were collected from 137 high-tech innovation teams in China and analyzed statistically using the Structural Equation Model (SEM) for testing the theoretical hypotheses. The conclusions were drawn that the components of team climate has interaction: Leadership Behavior, Member Heterogeneity and Role Expectation have significant influence on Team Trust and Team Commitment, Team Trust has a significant positive effect on Team Commitment. Moreover, the team climate has the strongly positively effect on team innovation performance, specifically, Member Heterogeneity and Role Expectation have significant positive effect on Team Innovation Performance through the full mediate impact of Team Trust and Team Commitment, while, Leadership Behavior have significant positive effect on Team Innovation Performance through the semi mediate impact of Team Trust and Team Commitment, namely, Leadership Behavior has directly impact on Team Innovation Performance as well as has indirectly impact on Team Innovation Performance by the mediate impact of Team Trust and Team Commitment.

Although there is a vast body of literature on job satisfaction and commitment, studies analysing the police force have received considerably more limited attention. The aim of the present study was to examine the impact of job satisfaction on economic crime investigator’s job commitment in Finland. Data were collected from the electronic questionnaire administered to all police officers in Finland in 2010. The data analysis methods used include frequency distributions and structural equation modelling. The findings revealed that job satisfaction strongly influences economic crime investigators’ job commitment.

Spiritual leadership and employee voice behavior in higher education institutions: A moderated mediation model.

The aim of the study is to advance the understanding of direct and moderated effect between implemented transformational leadership style and employee innovative work behavior. The mediating role of Leader-member exchange theory and employee voice behavior is tested within the relationship of transformational leadership style and innovative work behavior. Respondents to a survey were 544 employees working in organizations in Serbia. Structural equation modeling was run by using Smart partial least square 3. to test the proposed model. Results suggest that transformational leadership style has significantly influenced employee innovative work behavior directly and through moderators as Leader-member exchange theory and employee voice behavior. This study was the first study in the Serbian business context that reveals a highly effective mediating mechanism like: leader-member exchange theory and voice behavior, which exists with transformational leadership style to increase innovative work behavior of employees. Furthermore, this study reveals additional results, like: transformational leadership style was significantly related to leader-member exchange theory and employees voice behavior, then leader-member exchange theory as well as employee voice behavior were significantly related to employees innovative working behavior.