The Influence of Transformational Leadership on Voice Behavior: Mediating Effect of Psychological Ownership for the Organization and Moderating Effect of Traditionality

Abstract

Voice behavior, which refers to the expression of challenging but constructive opinions, concerns, or ideas about work-related issues, plays a critical role in organizations since organizations become increasingly rely on innovation and quick responses to survive in the rapidly changing markets and severe competitions. Although recent studies on voice behavior have started to recognize the importance of leaders, few empirical efforts have been made to explore the role and mechanism of leadership in shaping employees’ voice behavior. In the present study, we tried to examine the influence of transformational leadership on voice behavior dimensions of speaking up (voice to supervisor) and speaking out (voice to colleagues). Based on the theory of psychological ownership, we expected that psychological ownership for the organization (POO) would mediate the effect of transformational leadership on voice behavior. With the consideration of Chinese traditional value, we also hypothesized that traditionality would moderate the relation between POO and voice behavior. Specifically, the effect of POO would be stronger for employees with low traditionality. Data were collected from 373 dyads of employees and their immediate supervisors. The employees were asked to complete a questionnaire package assessing transformational leadership, POO and traditionality and their immediate supervisors were asked to rate employees’ speaking up and speaking out. Theoretical hypotheses were tested by structural equation model (SEM). Results of SEM analysis revealed that transformational leadership had a significant positive influence on both speaking up and speaking out. POO mediated the relation between transformational leadership and voice behavior. As a moderator, traditionality weakened the positive relation between POO and voice behavior. The present study, with dyadic design, provided robust evidence for the role of supervisors’ transformational leadership in facilitating subordinates’ speaking up and speaking out. Furthermore, the present study highlighted the mediating effect of POO and the moderating effect of traditionality. In terms of practical implications, given the importance of transformational leadership for employees’ voice behavior, more training efforts should be made to develop managers’ transformational leadership. Meanwhile, organizations should strengthen employees’ POO in order to promote voice behavior. Considering Chinese traditional value, it should be worthy trying for managers to control their authoritarianism and inspire positive team climate for the purpose of encouraging employees’ voice behavior.