Stand out, speak out: Change‐related reciprocal relations between self‐perceived status and voice in leaderless teams

ABSTRACTExisting voice research tends to focus on the positive outcomes associated with promotive voice and the negative outcomes associated with prohibitive voice. We adopt a self‐determination theoretical lens to examine what voicers stand to gain by engaging in both types of voice despite the potential backlash against them for their voice behavior (particularly prohibitive voice). We conducted two experience‐sampling studies that examined the fluctuation of voice on a daily (Study 1) and weekly (Study 2) basis. In Study 1, we found that while promotive voice was positively associated with the voicer's psychological need satisfaction, prohibitive voice was not. In addition, the association between promotive voice and the voicer's psychological need satisfaction was stronger than that of prohibitive voice and the voicer's psychological need satisfaction. In Study 2, we found that both promotive voice and prohibitive voice were indirectly related to the voicer's authentic self‐expression and helping behavior through the mediating mechanism of psychological need satisfaction, although the indirect effects of promotive voice were stronger than the indirect effects of prohibitive voice.

We examined the relationships between group system responsiveness and group members' prohibitive voice and promotive voice. Using data from 257 employees and their immediate supervisors within 93 g...

Employees inherently have concerns about the consequences of speaking up, and this is particularly notable for employees with high power distance orientation (PDO). Drawing on ideas from the dual‐pathway model of mood and social information processing theory, we propose that activated negative mood and group voice climate can synergistically facilitate high‐PDO employees' voice behaviors. Using a sample from 305 real‐estate sales agents in 66 work groups in Taiwan, we examined the joint moderating effects of activated negative mood and group voice climate on employees' two forms of voice behavior. Our results show that PDO had a negative relationship with promotive voice but did not have a significant relationship with prohibitive voice. Nevertheless, our results show that in the situation where both activated negative mood and group voice climate were high, PDO no longer had a negative relationship with promotive voice, and even had a positive relationship with prohibitive voice. The findings of this study provide theoretical insights for the voice literature and offer practical suggestions for facilitating opinion expression in organisations.

Although empirical evidence has accumulated showing that group climate has a significant impact on employee voice, knowledge about how different types of climates may influence voice is limited. Drawing upon the theory of planned behavior, we develop and test a model that explains whether and how the two group climates, cooperation and sanction, differentially predict employee promotive and prohibitive voice. We test the hypotheses using data collected from a sample of 274 full-time employees nested in 58 workgroups across two time periods. The empirical results show that group climate predicts employee voice in different ways: Group cooperation climate has a positive effect on both types of employee voice, whereas group sanction climate shows a negative effect on promotive voice. Individuals’ psychological capital is a cross-level mediator in the relationship between group climate and employee voice. Employees’ prevention focus negatively moderates the relationship between psychological capital and employee voice. These results highlight the important effect of group climate on employee voice in organization and calls on managers to create a favorable environment to increase employees’ psychological capital and voice behaviors.

Purpose Safety voice behavior can play a crucial role in the actual operation of organization safety management. How to motivate employees in high-risk industries to actively provide safety voice and improve the company’s safety performance is an important but under-addressed question. Design/methodology/approach This research builds a hypothesis model based on social information processing theory, introducing safety motivation and psychological contract as mediating variables, in order to investigate the mechanism of the role of safety-transformational leadership on construction workers’ safety voice behavior. 902 construction workers completed a questionnaire in order to test the research hypotheses through the use of structural equation modeling, correlation analysis, and the Bootstrap test. Findings According to the research, (1) safety-transformational leadership affects both prohibitive and promotive voice in an advantageous manner; (2) The psychological contract plays a mediating role between safety-transformational leadership and safety voice (promotive voice and prohibitive voice); (3) Through safety motivation, safety-transformational leadership indirectly supports the prohibitive and promotive voice of construction workers. Originality/value This research expands the theoretical research of safety voice, helps construction enterprises to provide ideas and methodological support for accident prevention from the perspective of safety voice.

We propose that promotive voice, or the expression of suggestions for improving work practices in the organization, and prohibitive voice, or the expression of warnings about factors that can harm the organization, are differentially influenced by employees' dispositional inclination to be approach and avoidance oriented. Drawing on multisource survey data from 291 employees and their managers, we found that approach orientation had positive relationship with promotive voice and negative relationship with prohibitive voice. By contrast, avoidance orientation had positive relationship with prohibitive voice and negative relationship with promotive voice. Further, voice role expectations, or employees' beliefs about the extent to which a particular form of voice is expected from them in their daily work, moderated the effects of approach and avoidance orientations. Highlighting the unique nature of voice as a behavior that is especially sensitive to situational cues, the effects of approach and avoidance orientations on promotive and prohibitive voice were stronger when role expectations for that form of voice were weaker. The theoretical implications of these findings are discussed. (PsycINFO Database Record

The primary goal of this article is to demonstrate the close relationship between 2 classes of dynamic models in psychological research: latent change score models and continuous time models. The secondary goal is to point out some differences. We begin with a brief review of both approaches, before demonstrating how the 2 methods are mathematically and conceptually related. It will be shown that most commonly used latent change score models are related to continuous time models by the difference equation approximation to the differential equation. One way in which the 2 approaches differ is the treatment of time. Whereas there are theoretical and practical restrictions regarding observation time points and intervals in latent change score models, no such limitations exist in continuous time models. We illustrate our arguments with three simulated data sets using a univariate and bivariate model with equal and unequal time intervals. As a by-product of this comparison, we discuss the use of phantom and definition variables to account for varying time intervals in latent change score models. We end with a reanalysis of the Bradway–McArdle longitudinal study on intellectual abilities (used before by McArdle & Hamagami, 2004) by means of the proportional change score model and the dual change score model in discrete and continuous time.

Purpose The concept of employee voice encompasses both promotive voice (PmV) and prohibitive voice (PbV), with PmV representing the affirmative facet that resonates strongly with the ethos of positive organisational scholarship (POS). The purpose of this paper is to explore the alignment between PmV and the core principles of POS. This paper embarks on a quest to enrich the existing literature by contextualising PmV through the prism of POS, thereby furnishing invaluable insights for future scholarly discourse. Design/methodology/approach This paper uses a storytelling approach encompassing key steps: narrative conflict, main characters, narrative setting, event sequencing, disciplined imagination and the creation of a new narrative. By combining theoretical insights from storytelling with empirical findings from meta-analysis, this study conceptualises PmV within the POS domain. Findings PmV is theorised as “Positive Voice” because a discerning analysis reveals that PmV inherently embodies a positivity-infused demeanour, coupled with a forward-looking stance – an attribute conspicuously akin to that of a POS construct. Research limitations/implications This paper contributes to the existing body of literature on PmV, deepening its conceptualisation as a construct within POS. It encourages future research to examine PmV’s broader positive impact across organisational contexts. Originality/value The existing literature remains silent on the necessity of situating PmV within the POS framework. Through this work, the authors seek to theorise positive voice and its relevance in this context.

The mechanisms through which authoritarian‐benevolent leadership influences teacher voice behaviour remain underexplored. To address this gap, this study adopts a social exchange theory framework to examine the mediating roles of teacher self‐efficacy and trust in principals. Data were collected from 4023 primary and secondary school teachers in China, and structural equation modelling was conducted to analyse the data. The results showed that authoritarian‐benevolent leadership was significantly and positively associated with teachers' promotive voice, prohibitive voice, self‐efficacy, and trust in principals. Teachers' self‐efficacy and trust in principals were significantly and positively associated with both their promotive voice and prohibitive voice. Moreover, teachers' self‐efficacy and trust in principals mediated the relationships between authoritarian‐benevolent leadership and both promotive voice and prohibitive voice. This study enhances understanding of how authoritarian‐benevolent leadership promotes teacher voice behaviour and offers theoretical foundations and empirical insights for school management practices.

Objective: The purpose of this study is to conduct a relatively comprehensive literature review with leader voice-taking behavior as the core dimension in order to construct a logical quantitative research framework for studying organizational innovation in the hospitality industry. Theoretical Framework: The framework can be used to guide the optimization of management processes in Chinese hospitality industry, especially in response to corporate innovation problems caused by leaders who do not pay attention to the voices of their front-line employees (FLEs). Method: This study used a theoretical integration of a conventional review of literature textual research, drawing on persuasion theory, social information processing theory, and affective event theory to explain a model of leader voice-taking behavior. Results and Discussion: The findings of this paper more systematically integrates the logical relationships between the dimensions related to leader voice-taking behavior, including message factors (promotive voice, prohibitive voice, issue importance, voice directness), source factors (employee’s voice efficacy, value congruence, employee loyalty, employee expertise) and context factors (diversity, LMX) as predictable antecedents of leader voice-taking behavior. On the other hand, FOCC and affective factors (positive emotions, relational energy) are potentially mediating the relationship between leader discourse behavior and service innovation in FLEs. Research Implications: This study provides theoretical support for leadership-employee related behavioral theories, emphasizes the role of voice-taking behavior in corporate innovation, and is instructive for quantitative analysis of Chinese hospitality industry related to this type of research. Originality/Value: This study contributes to the literature review by leader voice-taking behavior. This is academically capable of guiding other related research and has a strong academic value.

Employee voice is thought to result from a cognitive calculus of costs and benefits. However, it is not known whether and when employees speak up in contexts where the costs and benefits of voice are not readily assessed. The purpose of this research is to answer this question by exploring the impact of employees’ perceived organizational politics (POP)—a social context in which complicated interpersonal relationships make it difficult to predict the outcomes of voice—on promotive and prohibitive voice. Results from an experimental scenario study and a time-lagged field study revealed that POP is negatively related to the two types of voice through psychological uncertainty, even after controlling for psychological safety and felt obligation to voice. Furthermore, job autonomy weakened the negative influence of psychological uncertainty on promotive voice, whereas job security weakened the negative influence of psychological uncertainty on prohibitive voice. Not only do the findings demonstrate psychological uncertainty as a viable mechanism that links unpredictable social contexts such as POP to employee voice, but they also offer insight into the remedies that might mitigate its negative impact. Implications for theory and practice are discussed.

Voice is a proactive self-expressive behaviour of employees which has various positive impacts and is a potential contribution towards organization effectiveness. Existing studies have highlighted a difference between two types of voice, promotive and prohibitive. Although both types of voice benefit the organization, prohibitive voice implies an inherent challenge. The study hypothesizes that a manager may take prohibitive voice as a challenging activity and may perceive employees with promotive voice as loyal ones and those with a prohibitive voice as threatening for the organization. Further it aims to examine the managers’ response towards voice in form of evaluation of performance and the mediating effect of managers’ perceived loyalty and threat on this judgement. To empirically test the proposed model, data were collected by employees and their supervisors working at various private servicing and manufacturing organizations through survey questionnaires. Results revealed that performance evaluation is negatively related with perceived loyalty and positively associated with perceived threat.

PurposeResearch about the benefit of voice to organizations generally assumes that leaders acknowledge or act upon employees’ ideas when they are voiced, but is it always the case? Drawing on social persuasion theory, the purpose of this paper is to explore what factors shape the effectiveness of employee voice by integrating message, receiver and source characteristics of employee voice into one theoretical model. Specifically, this paper investigates the influence of different types of voice on leader receptivity, and further examines whether the effectiveness of employee voice might be contingent on authentic leadership and employee expertise.Design/methodology/approachData were collected from 353 matched employee–supervisor pairs in a two-phase field study. Hierarchical regression analyses were conducted to examine the relationships among the study variables.FindingsResults indicate that leaders respond more receptively to promotive voice than prohibitive voice. Furthermore, leader receptivity is contingent on authentic leadership and employee expertise. The relationship between promotive voice and leader receptivity is more pronounced when employee expertise or authentic leadership is high rather than low; the relationship between prohibitive voice and leader receptivity is significant only when authentic leadership or employee expertise is high.Originality/valueThis research offers a more holistic explanation for understanding the effectiveness of voice behavior. Specifically, these findings emphasize the important role of voice content in determining managerial response, and underscore the value of receiver and source characteristics in shaping the relationship between voice and leader receptivity.

Building upon social exchange theory and the current voice research, we posit that employee workplace “currencies of exchange” with the leader (i.e., social currency and work-related currency) are key predictors of employee promotive and prohibitive voice. Furthermore, we distinguish between the different roles of social currency and work-related currency in predicting promotive and prohibitive voice, respectively. More importantly, this study further explores the moderating effects of two important individual characteristics, psychological safety and power distance orientation, on the relationships between currencies and voice. We randomly sampled 598 Chinese employees via an online survey platform to test our hypotheses. Our results show that both social currency and work-related currency are determinants of promotive voice and prohibitive voice. Moreover, the boundary conditions for the two kinds of currencies are different. Specifically, employee psychological safety strengthens the influence of social currency on both types of employee voice, while employee power distance orientation could only amplify the relationship between work-related currency and promotive voice. Our research provides important implications for both theory and practice. Limitations and future directions are also discussed.

ABSTRACTOur study contributes to research exploring the differential antecedents of employee promotive and prohibitive voice. We first examined the mediating role of employee felt responsibility for constructive change (FRCC) in the positive relationship between servant leadership and their prohibitive and promotive voice. We then tested the differential moderating effects of employee dispositional avoidance-approach orientation, where the indirect effect of servant leadership on prohibitive voice is weakened for the high avoidance-motivated, and the indirect effect of servant leadership on promotive voice is weakened for the high approach-motivated. To test our hypotheses, multi-source data were collected from 231 supervisor-supervisee dyads working in a range of companies and sectors in the Kingdom of Saudi Arabia. As predicted, employee FRCC mediates the positive relationship between servant leadership and prohibitive voice and these indirect effects are significantly weaker for the high avoidance-motivated. We did not observe the predicted weakening effects of high approach-motivation on the indirect relationship between servant leadership and promotive voice. It seems servant leaders may be less influential for those avoidance-motivated individuals already predisposed to enact prohibitive forms of voice, such as voicing concerns about harmful organizational processes and practices. Implications for social exchange and role theories, and managerial practice, are discussed.