Roles of self-efficacy and transformational leadership in explaining voice-job satisfaction relationship

被引：0
作者：
Jun Song
Changqing He
Wei Wu
Xuesong Zhai
机构：
[1] University of Science and Technology of China,School of Management
[2] Anhui Medical University,School of Health Management
[3] Beijing Normal University,Faculty of Education
[4] Anhui Jianzhu University,Anhui Provincial Key Laboratory of Intelligent Building and Building Energy Saving
来源：
Current Psychology | 2020年 / 39卷
关键词：
Voice; Job satisfaction; Self-efficacy; Transformational leadership;
D O I：
暂无
中图分类号：
学科分类号：
摘要：
Little is known about the consequences of promotive and prohibitive voice. Addressing this issue, this study empirically examined the relationship between promotive and prohibitive voice and job satisfaction, as well as the mediating role of self-efficacy and the moderating role of transformational leadership. Results from 88 employee–supervisor dyads indicated that promotive and prohibitive voice were positively related to job satisfaction. Moreover, the relationship between promotive voice and job satisfaction was fully mediated by self-efficacy, whereas the relationship between prohibitive voice and job satisfaction was partially mediated by self-efficacy. Transformational leadership moderated the effect of prohibitive voice on self-efficacy. Findings enrich the voice literature and provide practical implications. Organizations should encourage employees to engage in voice behavior and strengthen their self-efficacy. Team leaders should be trained and guided to keep suitable leadership style.
引用
收藏
页码：975 / 986
页数：11
相关论文
共 186 条
[11]  
Bettencourt LA(2000)The causal order of job satisfaction and organizational commitment in models of employee turnover Human Resource Management Review 9 495-524
[12]  
Bryson A(2016)A multilevel study of transformational leadership, dual organizational change and innovative behavior in groups Journal of Organizational Change Management 29 855-877
[13]  
Callow N(2009)Transformational leadership, creativity, and organizational innovation Journal of Business Research 62 461-473
[14]  
Smith MJ(2016)Exploring the role of self-confidence, need-for-cognition, and the degree of IT support on individual creativity: Multilevel analysis approach Current Psychology 36 565-576
[15]  
Hardy L(2007)The illusion of knowledge: When more information reduces accuracy and increases confidence Organizational Behavior and Human Decision Processes 103 277-290
[16]  
Arthur CA(2000)Making a good decision: Value from fit American Psychologist 55 1217-1230
[17]  
Hardy J(2003)Climate as a moderator of the relationship between leader-member exchange and content specific citizenship: Safety climate as an exemplar Journal of Applied Psychology 88 170-247
[18]  
Chamberlin M(2011)Employee voice and job satisfaction in Australia: The centrality of direct voice Human Resource Management 50 95-111
[19]  
Newton DW(2017)Conflict and creativity in inter-organizational teams: The moderating role of shared leadership International Journal of Conflict Management 28 74-102
[20]  
Lepine JA(2012)Voice behavior and performance ratings: The role of political skill International Journal of Hospitality Management 31 442-450
12345678910