How does the supervisor–subordinate relational schema shape employee voice behaviour in China?

Abstract

Previous research has shown that the relationship between a supervisor and a subordinate is crucial in shaping employee voice behaviour. However, where these relationships originate needs to be clarified. Studies on relational schemas suggest that the quality of these relationships depends on the relational schemas held by both leaders and subordinates. Unfortunately, these two research areas have developed independently and have yet to intersect, which limits our understanding of how social interactions between leaders and subordinates impact employee voice behaviour. Based on research from both domains, the current study examines how the supervisor–subordinate relational schema affects employees' voice behaviour. Our proposal, grounded in complexity theory, suggests that the expectations of both leaders and subordinates about their relationship model determine whether employees choose to voice their opinions to their leaders. Analyses of data from a survey of 416 matched pairs of leaders and subordinates in China conducted using fsQCA and LPA largely support our view. The results indicate that the configuration of the supervisor–subordinate relational schema among leaders and subordinates can predict the level of employee voice behaviour. Additionally, this configuration is a natural subset of the population. These findings have important implications for improving employee voice behaviour in organizations.