Abstract
Healthcare workers’ voice is of importance in decreasing medical accidents and improving the efficacy of hospital units. To investigate the impact and the underlying mechanisms of supervisors’ negative mood on healthcare workers’ voice behavior, based on the mood contagion perspective, we designed a cross-sectional study, with 299 healthcare workers from mainland China completed the questionnaires. The results indicated supervisors’ negative mood was positively related to healthcare workers’ negative mood, which further led to less constructive voice and more defensive voice. Moreover, the healthcare worker’s emotional intelligence aspect of self-emotion appraisal moderated this relationship, but not others-emotion appraisal. We believe healthcare workers’ supervisors should pay attention to their negative mood expression and regulation. In the hope of reducing being influenced by supervisors’ negative mood, training about noticing and recognizing their own emotions are needed for healthcare workers.
Highlights
In response to the increasing uncertainty and rapid changes caused by the COVID-19 pandemic, healthcare workers in hospital units are expected to be more proactive about their work (Chen et al, 2021)
Supervisors’ negative mood was positively related to healthcare workers’ negative mood (γ = 0.32, p < 0.001) and negatively related to healthcare workers’ constructive voice (γ = – 0.33, p < 0.001), but it was positively related to defensive voice (γ = 0.18, p < 0.01)
The results indicated that there were significant indirect effects of supervisors’ negative mood on constructive voice (β = –0.11, p < 0.01) and defensive voice (β = 0.06, p < 0.05) through healthcare workers’ negative mood
Summary
In response to the increasing uncertainty and rapid changes caused by the COVID-19 pandemic, healthcare workers in hospital units are expected to be more proactive about their work (Chen et al, 2021). Voice behavior is a proactive behavior defined as “informal and discretionary communication by an employee of ideas, suggestions, concerns, information about problems, or opinions about work-related issues. Because hierarchies often tend to hinder employees of lower status from voicing out, researchers have emphasized the role of team supervisors in encouraging subordinates to engage in voice behavior (e.g., Detert and Treviño, 2010). The supervisor’s leadership style (Detert and Burris, 2007), behavior (Edmondson, 2003; Nembhard and Edmondson, 2006; Tangirala and Ramanujam, 2012; Weiss et al, 2018), relation with subordinates (Ilies et al, 2007), and positive mood (Liu et al, 2015). Efforts are still needed to fully understand the whole picture of how the characteristics of supervisors would influence subordinators’ voice behavior, especially in medical settings.
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