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
[31]  
Huang X(2015)A suggestion to improve a day keeps your depletion away: Examining promotive and prohibitive voice behaviors within a regulatory focus and ego depletion framework Journal of Applied Psychology 100 1381-1397
[32]  
Zhang L(2014)Perceived organizational support and coworker support as antecedents of foreign workers’ voice and psychological stress International Journal of Hospitality Management 36 23-30
[33]  
Zhang L(2004)The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross-national comparison Journal of Management Development 23 321-338
[34]  
Gumusluoglu L(2001)Transformational and transactional leadership and salesperson performance Journal of the Academy of Marketing Science 29 115-134
[35]  
Ilsev A(2014)Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors Journal of Applied Psychology 99 87-112
[36]  
Hahn MH(2008)Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior Journal of Applied Psychology 93 1220-1233
[37]  
Lee KC(2012)Employee voice behavior: A meta-analytic test of the conservation of resources framework Journal of Organizational Behavior 33 216-234
[38]  
Hall CC(2017)When can humble top executives retain middle managers? The moderating role of top management team faultlines Academy of Management Journal 60 1915-1931
[39]  
Ariss L(1986)Self-reports in organizational research: Problems and prospects Journal of Management 12 531-544
[40]  
Todorov A(2003)Common method biases in behavioral research: A critical review of the literature and recommended remedies Journal of Applied Psychology 88 879-903
12345678910