Influence of relationship conflicts with leaders and coworkers on employees' voice

Abstract

Building on self-determination theory and relational attribution theory, in this study we examined how relationship conflicts with leaders and coworkers simultaneously affect employee voice behaviors. We expanded relational attribution theory by developing two new constructs we labeled leader-relational attribution orientation and coworker-relational attribution orientation to describe employees' different responses to relationship conflicts with leaders and coworkers via psychological needs satisfaction. We surveyed 328 employee–leader dyads who were employed at a semiconductor manufacturer to test our hypotheses. We found that leader-relational attribution orientation can strengthen the influences of relationship conflicts with leaders on psychological needs satisfaction and its indirect effects on employee voice behaviors. Coworker-relational attribution orientation can strengthen the influences of relationship conflicts with coworkers on psychological needs satisfaction and its indirect effects on employee voice behaviors. Theoretical and practical implications are discussed.