Abstract
Drawing on the narcissism literature and social information processing theory, we theorized and examined a serial mediation model linking leader narcissism with team voice behavior through leader voice solicitation and team voice climate. We tested our hypotheses using data collected from a time-lagged and multisource survey of 223 frontline employees in 60 teams at a large manufacturing organization. The results indicated that leader narcissism had a negatively indirect effect on team voice climate via leader voice solicitation. Team voice climate positively predicted team voice behavior, and the indirect effects of leader narcissism via leader voice solicitation and team voice climate on team voice behavior were significantly negative. In this paper, we discuss the theoretical implications of our findings for both the narcissism literature and the voice literature, along with their practical implications.
Highlights
Voice behavior, defined as the discretionary expression of suggestions, ideas, opinions, or concerns about work-related issues in an attempt to constructively improve the current functioning of the unit or organization (Van Dyne and LePine, 1998; Morrison, 2011), has received increasing attention from scholars in the last several decades
Combining insights from the narcissism literature and social information processing theory, we provide an in-depth understanding of how leader narcissism impedes team voice behavior via voice-related processes involving leader behavior and team members’ shared perception of voice atmosphere
We conducted a series of multilevel confirmatory factor analyses (MCFAs) with Mplus 8.3 to examine the distinctiveness of the core variables
Summary
Voice behavior, defined as the discretionary expression of suggestions, ideas, opinions, or concerns about work-related issues in an attempt to constructively improve the current functioning of the unit or organization (Van Dyne and LePine, 1998; Morrison, 2011), has received increasing attention from scholars in the last several decades. Scholars have indicated that team voice behavior plays a vital role in organizations and demonstrates the real value of voice. They have claimed that compared with the isolated voice behavior of single employees, aggregated voice behavior exhibited by team members is more likely to be heard by leaders and to facilitate constructive change (Walumbwa et al, 2012; Frazier and Bowler, 2015). This study focused on team voice behavior, defined as a team’s efforts to speak up to challenge the status quo and thereby promote constructive change. Research has not thoroughly illustrated the specific voice-related process through which leader narcissism exerts an influence on team voice behavior
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