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Abstract
The sustainability of organizations highlights the significance of inspiring employees, especially their inner lives or spiritual identities, and leaders play a vital role. Consistent with social cognitive theory, the purpose of this paper is to explore the linking mechanisms and conditional processes underlying the relationship between spiritual leadership and employee voice behavior. Three-wave survey data were collected from 366 full-time employees and their line managers, and a moderated mediation analysis was performed. The results show that career success expectation fully mediates the relationship between spiritual leadership and employee voice behavior. Additionally, felt obligation is found to indirectly strengthen the effect of spiritual leadership on employee voice behavior via career success expectation. In light of the results, practical implications are provided for managers and future researchers to enhance the sustainability of organizations.
Highlights
Considerable attention has been devoted to employee voice behavior, which refers to work-related attitudes and behavioral responses that involve speaking up about problems and weaknesses at work and is linked to the sustainability of organizations (Mowbray et al, 2015)
Spiritual leadership delivers an inspiring vision to followers to motivate them to achieve their own expectations of success, which may increase their intrinsic motivation and career success expectations
To assess the model fit, the significance of the chi-square is regarded as the criterion; the chisquare is affected by the sample size
Summary
Considerable attention has been devoted to employee voice behavior, which refers to work-related attitudes and behavioral responses that involve speaking up about problems and weaknesses at work and is linked to the sustainability of organizations (Mowbray et al, 2015). Voice behavior is somewhat risky for employees; employees often hesitate to raise their voice to avoid challenging and upsetting interpersonal relationships, especially with their line managers who typically control resources and rewards (Lepine and Van Dyne, 1998; Gupta et al, 2018). This phenomenon is true among Chinese employees, who often emphasize harmony and worry about offending others (Chen W. et al, 2013). Employee voice behavior has been studied as a key subject of organizational citizenship behaviors
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