Abstract
Drawing on the conservation of resources theory (COR), we examined the effect of leader-member exchange (LMX) on the voice behavior via role breadth self-efficacy, and how the perceived overqualification moderates the relationship between LMX and voice behavior. We tested the theoretical model with data gathered from 407 individuals in China. The results revealed that LMX had an indirect effect on voice behavior through role breadth self-efficacy, and perceived overqualification moderated the positive association between LMX and role breadth self-efficacy. In addition, the mediating effect of LMX on voice behavior through role breadth self-efficacy was stronger when the level of perceived overqualification was low and weaker when it was high. The findings have theoretical and practical implications for increasing employees’ voice behavior in organizations.
Highlights
In VUCA era, the fierce external competition environment makes it impossible to face all issues only by the wisdom of leaders
This study further examined whether perceived overqualification moderates the relationship between leader-member exchange (LMX) and role breadth self-efficacy and moderates the indirect effect of LMX on employees’ voice behavior through role breadth self-efficacy
Grounding on the conservation of resources theory (COR), our study developed a theoretical model of LMX and voice behavior
Summary
In VUCA (volatility, uncertainty, complexity, and ambiguity) era, the fierce external competition environment makes it impossible to face all issues only by the wisdom of leaders. In order to enhance the competitive advantage, organizations need to rely on the positive work attitude and behaviors of employees. The employee’s voice behavior, as proactive behavior, can promote the development and innovation of organization (Sun and Pan, 2017). Voice behavior is challenging and transformative in nature, voice behavior is often accompanied by conflict or risk, which made employees more cautious about voice. Employees often choose to “know but keep silent,” and tend to wisely protect themselves. The phenomena are obvious in China’s organization, where harmony is valued and with higher power distance
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