Exploring the interplay between leadership styles, employee voice behavior, and job satisfaction: A scoping review

As an emerging research field of leadership, inclusive leadership reflects the new style of leadership demanded by researchers and practitioners. Is it a leadership style that can better integrate employees and organizations, and adapt to new complex management situation? Based on theories of social exchange, organizational support, and self-determination, this study investigated the impact of inclusive leadership on employee voice behavior and team performance through caring ethical climate. We evaluated the model with a time-lagged data of 329 team members from 105 teams in six cities in China. Results indicated as following: inclusive leadership was positively correlated with employee voice behavior at the individual level and team performance at the team level; caring ethical climate mediated the relationship between inclusive leadership and employee voice behavior at the individual level, as well as mediated the relationship between inclusive leadership and team performance at the team level. This study revealed the mechanism of the positive cross-level effects of inclusive leadership on the caring ethical climate, employee voice behavior, and team performance. These findings also provided important contributions for human resource management and practice.

PurposeEmployee voice can improve organizational and individual performance. The purpose of this paper is to consider individuals’ evaluations of various features of their work situations. In particular, emotional exhaustion mediates the influence of facades of conformity on employee voice behavior and job satisfaction. This study examines a model in which facades of conformity negatively affects employee voice and job satisfaction through emotional exhaustion.Design/methodology/approachA total of 401 employer–employee dyads from a large manufacturing company and public organizations in Taiwan were surveyed. Two-wave data demonstrated a significant positive relationship between facades of conformity and its outcomes, mediated by emotional exhaustion.FindingsThe results reveal that facades of conformity relates to employee voice and job satisfaction. Additionally, emotional exhaustion is an important mechanism in the relationships between facades of conformity and employee voice and facades of conformity and job satisfaction.Research limitations/implicationsAlthough this study obtained data from employer–employee dyads, practical constraints prevented complete consideration of issues in the work domain, such as colleagues, which might influence employees’ voice and job satisfaction.Practical implicationsEmployee who exhibit facades of conformity in an organization may work smoothly for short periods of time, the emotional response triggered by the conflict between their external behavior and their inner values can further reduce their voice behavior and thus affect the organization’s overall performance voice refers to an employee providing challenging advice to contribute to the success of an organization.Originality/valueThe findings have implications for the understanding of employees’ conditions and its associations with social issues in the workplace.

PurposeThis study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.Design/methodology/approachSelf-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).FindingsThe two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.Practical implicationsThe organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.Originality/valueThis study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.

As a kind of behavior that requires a new perspective, employee's voice behavior itself has certain innovation. In the process of employee's voice behavior, the level of innovation behavior will also be improved. In addition, benevolent leaders and authoritative leaders in the context of China's environment will have different effects in this process. Through literature collation, research hypotheses were proposed and corresponding research models were established. 155 employees were used as survey samples, and empirical research was conducted by means of questionnaires. The research results show that employee voice behaviors have a positive predictive effect on innovative behavior, and benevolent leaders play a positive role in this process of influence, and authoritative leaders play a negative adjustment role. It can be concluded that corporate leaders can enhance the effectiveness of employee engagement and innovation by demonstrating more significant benevolent leadership styles or weakening authoritative leadership styles.

Social media has become an increasingly important tool for employees to communicate and share their opinions. Yet, there are still some gaps in the social media use research. We investigated leader–member exchange and voice efficacy mediation of social media use on employee voice behaviours. The study sample comprised 359 Chinese environmental protection employees and their 79 leaders. PROCESS model regression results showed that social media use had a significant positive influence on leader–member exchange, employee voice efficacy, and on voice behaviour. Both leader–member exchange and employee voice efficacy partly mediated the influence of social media use on employee voice behaviour. Leader–member exchange mediated the relationship between social media use and employee’s voice behaviours were greater than that of employee voice efficacy. Findings align with social exchange theory and social cognitive theory in that leader–member exchange and voice efficacy played important roles in the relationship between social media use and employee voice behaviour. From these findings, we suggest that organisations should provide timely services and support (social media tools), set exemplary leadership in social media usage, and foster open communication to improve employee voice.

The purpose of this scoping review is to employ Arksey and O’Malley’s scoping review methodology to determine leadership and management styles and their influence on health worker’s job satisfaction and productivity in Low-and middle-income countries. A scoping review of literature published in English since May, 2012 was carried out using PubMed, CINAHL, ScienceDirect, ProQuest and Sage. Key search terms strategy was employed using the words “leadership styles”, “management styles”, “health workers”, “productivity” and “job satisfaction” to identify relevant studies. A total of 1487 articles resulted from the application of the search strategy. Nineteen articles met the inclusion criteria of which 18 was quantitative and 1 was qualitative study. The main leadership styles identified were transformational leadership style, transactional leadership style, laissez-faire leadership style and autocratic leadership style. Transformational leadership style was found to have a higher influence on job satisfaction as compared to the other forms leadership styles. Also, transformational leadership styles encouraged about 67% of health workers to provide better healthcare services to their patients. Health facilities in LMICs have employed mainly transformational, transactional, participatory and laissez-faire leadership styles that have varying degree of influence on health workers job satisfaction. Transformational leadership style has proven to positively influence job satisfaction and productivity while laissez-faire leadership demotivate healthcare workers. In order to improve health care services and productivity for client as well as job satisfaction for healthcare workers, transformational leadership trainings will have to be intensified.

ABSTRACTAimTo systematically map the determinants, expressions and implications of nurses' clinical autonomy in Palestinian healthcare settings.Background/IntroductionNurses' autonomy is crucial for quality care, job satisfaction and patient safety. In Palestine, the healthcare system operates under unique political instability and resource constraints, yet a comprehensive synthesis of nursing autonomy in this context is lacking.MethodsA scoping review was conducted following PRISMA‐ScR guidelines. PubMed, Scopus, CINAHL, PsycINFO, Google Scholar, ProQuest, Al‐Manhal and Arab World Research Source were searched for literature published between January 2019 and March 2025. A total of 3916 records were identified across all databases, of which 1203 duplicates were removed, leaving 2713 unique records for screening. After title/abstract screening, 178 records proceeded to full‐text review, and nine studies meeting the inclusion criteria were synthesized thematically.Results/FindingsPalestinian nurses conceptualize autonomy as independent clinical decision‐making, patient advocacy and participation in organizational processes, often exercised within significant constraints. Key determinants include education level, clinical experience, leadership styles and resource availability. Major barriers were physician‐dominated hierarchies and the impacts of political conflict. Enhanced autonomy was associated with improved job satisfaction and patient safety reporting.DiscussionThe findings align with international research on determinants like education and leadership but highlight the profound, context‐specific influence of political conflict and resource scarcity in Palestine. These factors create a practice environment where autonomy is often reactive and improvisational. Although formal quality appraisal was not conducted, consistent with scoping review methodology, Oxford Levels of Evidence were assigned to each study to aid interpretation of evidence strength. Readers should note that most included studies are cross‐sectional or qualitative, which limits causal inference.ConclusionNurses' autonomy in Palestine is multifaceted and contextually embedded. Strengthening it requires multilevel strategies that address individual, organizational and systemic barriers, particularly those arising from the unique sociopolitical context.Implications for NursingNurse leaders should adopt transformational leadership styles and create formal structures for nursing input in decision‐making to empower staff and foster professional growth.Implications for Nursing and Health PolicyPolicymakers must develop clear national standards for autonomous nursing practice and invest in sustainable resources and staffing. International partners should support professional development and advocate for the protection of healthcare workers in conflict zones.Reporting MethodThis review adhered to the PRISMA‐ScR (Preferred Reporting Items for Systematic Reviews and Meta‐Analyses extension for Scoping Reviews) guidelines.Patient or Public ContributionThis study did not include patient or public involvement in its design, conduct or reporting.

Bu çalışmanın amacı, kamu kurumlarında gösterilen liderlik tarzlarının çalışan ses verme davranışınaetkisini araştırmaktır. Lider davranışının çalışanlar üzerindeki etkisinden yola çıkılarak, liderlik tarzlarının,çalışan sesliliği üzerindeki etkisi araştırılmıştır. Liderlik tarzları; değişim odaklı, ilişki odaklı ve görev odaklıliderlik tarzları olarak, çalışan sesliliği de kurumun gelişimi konusunda duygu, düşünce ve fikirlerin sözlüolarak dile getirilmesi olarak ifade edilmektedir. Araştırma ilişkisel tarama modelindedir. Bir kamukurumunun Ankara bölgesindeki birimlerinde görevli 341 kamu çalışanından veri toplanmıştır. Analizsonucunda, çalışan sesliliği ile görev odaklı liderlik tarzı arasında pozitif yönde anlamlı ilişki bulunmuş;değişim odaklı ve ilişki odaklı liderlik tarzları ile anlamlı bir ilişki bulunamamıştır. Elde edilen bulgularsonuç bölümünde tartışılmıştır.

The extent to which employees convey or withhold useful information has important implications for organizational effectiveness. Nevertheless, employee voice is under-researched in the public relations literature. Grounded in social exchange theory and internal communication literature, the current study addressed this research gap by arguing that leaders’ communication style plays a pivotal role in employee voice behavior. Drawing data from the U.S. ( N = 441) and India ( N = 354), this study tests a normative model linking leaders’ motivating language, team culture, employee-team relationships, and employees’ voice behavior. Notably, in both samples, motivating language was positively related to a healthy team culture, which in turn, is positively associated with employees’ relationship quality with their working unit, and ultimately, employees’ voice. The Indian sample showed similar patterns as the U.S. sample, except that there was no direct relationship between leader motivating language and employee voice for the Indian sample.

PurposeThis study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China.Design/methodology/approachThe authors conducted a survey on 437 employees to assess their narcissistic leadership in Time 1. In Time 2, they measured their job stress, trust in leaders and traditionality. In Time 3, they assessed the voice behavior of these employees.FindingsNarcissistic leadership correlates positively with employees’ job stress, which mediates between narcissistic leadership and employee voice behavior. Trust in leaders negatively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior. In addition, traditionality positively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior.Originality/valueThis study establishes the impact of narcissistic leadership on employee behavior from the perspective of job stress, trust in leaders and traditionality.

When employees make suggestions for changes to their supervisors, they are providing raw materials potentially critical to the organization’s continuous improvement and adaptation. However, research suggests that supervisors do not always react favorably to employee voice behavior. The purpose of this study is to unravel the mediating and moderating mechanisms that can explain when and why employee voice behavior leads to supervisor endorsement and implementation. Specifically, taking a sociopolitical perspective, I argued that supervisor motive attributions for employee voice behavior can explain the extent to which supervisors endorse and subsequently implement employee voice. Furthermore, I argued that the mediating effects of supervisor motive attributions in the relationship between employee voice behavior and supervisor voice endorsement are moderated by employee political skills in the first stage of the mediating path (i.e., from voice behavior to supervisor motive attributions) and by supervisor perceived instrumentality of implementing employee voice in the second stage of the mediating path (i.e., from supervisor motive attributions to supervisor endorsement). Through a three-wave, multi-source field study, I first found that employee voice behavior is positively related to both supervisor prosocial and self-serving motive attributions for employee voice. Second, I found that employee political skills significantly moderate the relationship between employee voice behavior and supervisor prosocial motive attribution in an unexpected pattern, while employee political skills do not moderate the relationship between employee voice and supervisor self-serving motive attribution. Third, I found that supervisor prosocial motive attribution is positively associated with supervisor voice endorsement, whereas supervisor self-serving motive attribution has no significant effect on voice endorsement. Fourth, I found that supervisor perceived instrumentality of implementing employee voice significantly moderates the effect of supervisor prosocial motive attribution on voice endorsement in an unexpected manner while supervisor perceived instrumentality significantly moderates the effect of supervisor self-serving motive attribution on voice endorsement as predicted. Finally, I found that supervisor voice endorsement is significantly associated with voice implementation. Although a few of the hypothesized relationships were inconsistent with what was originally predicted, the study findings revealed some interesting and novel interactive patterns. Theoretical and practical implications of these findings were discussed.

In today’s digital era, the paradoxical leadership (PXL) style is in vogue due to its ability to drive employee behavior within an organization. Drawing on the leader-member exchange and social exchange theories, this study investigates the link between PXL with work engagement (ENG) and employee voice behavior (EVB) by means of perceived organizational support (POS). The current study also explores work environment (ENV) in the hotel setting as a moderator. Simple random sampling has been used to gather data from 493 employees working in five-star hotels in Sharm El-Sheikh. The partial least square (PLS)-structural equation modeling (SEM) analysis revealed that POS partially mediated the association of POS with ENG and EVB. Moreover, ENV helped strengthen the positive effects of POS on both ENG and EVB. The study concludes with beneficial contributions for researchers and practitioners in the context of hotel management.

Updating the PRISMA reporting guideline for scoping reviews: a scoping review.

A Study of The Impacts of Leadership Styles, Organizational Innovation, Organizational Commit, Job Satisfaction on Job Performance－A Case Study of Chailease Finance Co., Ltd. Te-Lung Sheng Huei-Ting Tsai Executive Master of Business Administration SUMMARY Recently, leasing industry has triggered a vigorous growth with the development of economy. Although it have be subjected to the economic shock for the past few years, leasing industry has a slightly increment, so we can find that leasing industry has become an important role in financial circle. Comparing with foreign and internal market, we can find that the internal leasing industry still has its space of development. In leasing industry, the employees have become a major indicator. With the keen competition of internal leasing industry, whether leadership styles, organizational innovation, organization commit, job satisfaction can promote the leasing employees to create more profit and performance for company? This is what the issue we want to discuss. This research discuss the leasing industry employees, and take the employees in Chailease Finance Co., Ltd. as the objects of a questionnaire survey. The results are as follows: 1. The leadership styles, organizational innovation, organizational commit, job satisfaction and job performance of leasing industry employees are partially related to employees’ personal characters. 2. The leadership styles, organizational innovation, organizational commit, job satisfaction and job performance of leasing industry employees have a partial relationship. 3. The leadership styles, organizational innovation, organizational commit and job satisfaction of leasing industry employees have a partial impact on job performance. Keywords: Leadership styles, Organizational Innovation, Organizational Commit, Job Satisfaction, Job Performance. INTRODUCTION Background Leasing industry that has rising in 1950 is a new type of financing method, and has the dual functions of leasing-assets and financing, and provides a greatest help to small and medium enterprises development. So leasing industry can give financial assistance flexibly and make proper products carefully to small and medium enterprises. A lot of large enterprises in Taiwan had been support by leasing industry in developing process, and then promotes to the international famous position presently. Leasing industry wishes to provide more diversified financing services with continuously organizational integration. In the organizational integrating process, whether the influence of leadership style to leasing industry employees has react with job performance is the first purpose of this study. Leasing industry makes continuously progress on organizational planning and personal training, and promotes increasingly on quality and efficiency, and grows up obviously in economical scope. Whether the influence of organizational innovation to leasing industry employees has react with job performance is the second purpose to this study. In order to accommodate to the development of the world, leasing industry is going along internationally. Whether the influence of organizational commit to leasing industry employees has react with job performance is the third purpose to this study. Whether the influence of job satisfaction to leasing industry employees has react with job performance is the fourth purpose to this study. In leasing industry, whether the difference of personal characteristics has react with job performance is the fifth purpose to this study. Integrating literature reviews of this study, leadership style has positive relation with different aspects in different industries and environment. This study adopts the view of Bass（1985）, and discusses the relationship of leadership style and job performance in leasing industry. Organizational commit has positive relationship with job performance in different enterprises, this study integrates literature views to discuss the relationship of organizational commit and job performance. In many different researches, we can find that organizational innovation has positive relationship with different aspects, so this study wishes to discuss the relationship of organization innovation and job performance. In many literature reviews, job satisfaction plays an important role between individual and organization, this study wishes to discuss the relationship with job satisfaction and job performance. MATERIALS AND METHODS This study mainly discuss the relationship between leadership style, organizational innovation, organizational commit, job satisfaction and job performance. By analyzing relative literature reviews and questionnaire survey, we can comprehend the relationship between each aspects and study subject. According to relative studies and literature reviews, this study brings up following hypotheses. Whether different personal characteristics have significant relationship between leadership style, organizational innovation, organizational commit, job satisfaction, and job performance. Whether the relationship is significant between leadership style, organizational innovation, organizational commit, job ratification, and job performance. Whether the sub aspect of leadership style, organizational innovation, organizational commit, job satisfaction, and job performance is significant relative with job performance. This study mainly discuss the relationship between leadership, organizational innovation, organizational commit, job satisfaction, and job performance, and takes the employees in Chailease Finance Co., Ltd. As sampling objects. SPSS is implemented as a statistical analysis software in this study, and is used to proceed to analyze with descriptive statistics, analysis of reliability, factor analysis, correlation analysis, and multiple regression analysis. RESULTS AND DISCUSSION The main purpose of this study is to measure the relationship between leadership style, organizational innovation, organizational commit, job satisfaction, and job performance. We induce the results as follows: 1.Different characteristics are partially relative to leadership style, organizational innovation, organizational commit, job satisfaction, and job performance. 2. Leadership style, organizational innovation, organizational commit, job satisfaction, and job performance are partially relative to each other. 3. Leadership style, organizational innovation, organizational commit, and job satisfaction have the partially effect on job performance. We can find that leadership style plays an important role in leasing industry and has a great effect on trust relationship between employees and superintendents. The identification of employees to superintendents can promote substantially on job performance, and hasten employees identify himself to enterprise culture to heave performance. Form this study, organizational planning innovation and human resource innovation are significant relative to job performance. It places importance on personal training in leasing industry, personal training takes an important part in organization. The company will appoint lecturers to give lessons, and even invites external lectures to teach professional courses to increase membership specialty. The identification to organization members is very important. The more organizational commit means organizational members identify themselves highly to organizational goal. The capability of leasing industry employees is affected by job satisfaction. In order to encourage organizational members, it is raised in compensation system and promotion system every year, and excites members to achieve the goal and pursue remarkable. This study mainly takes employees in Chailease Finance Co., Ltd as objects, it can be extended to other leasing companies or abroad employees. In questionnaire design, it can take different parts like superintendent and non-superintendent. It can added other aspects to discuss the relationship between different variances.

The purpose of this research is to examine the influence of Leader Member Exchange (LMX) and Employee Voice Behavior (EVB) on Employee Performance with Job Satisfaction as an intervening variable at PT PLN Indonesia Power Business Unit Pembangkitan Suralaya. The population in this study were all employees of the goods and services procurement section of PT PLN Indonesia Power, Suralaya Generation Business Unit. Purposive sampling is used as a sampling method, which means that the sampling technique uses certain criteria. In this study, 30 people were taken as samples with the criteria being permanent employees at PT PLN Indonesia Power Suralaya Generation Business Unit who served in the Goods and Services Procurement section. The research method uses a quantitative method using SmartPLS 4. The research results show that Leader Member Exchange (LMX) has a negative effect on employee performance and also has a positive and significant effect on job satisfaction. Employee Voice Behavior (EVB) has a positive and significant effect on Job Satisfaction and also has a positive but not significant effect on Employee Performance, and Job Satisfaction has a positive and significant effect on Employee Performance.