nach oben

Journal of Business Ethics

Erschienen in:

20.09.2016

The Voice Link: A Moderated Mediation Model of How Ethical Leadership Affects Individual Task Performance

verfasst von: Shenjiang Mo, Junqi Shi

Erschienen in: Journal of Business Ethics | Ausgabe 1/2018

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

This study empirically examines the proposition that ethical leadership may affect individuals’ task performance through enhancing employees’ promotive voice. Our theoretical model was tested using data collected from employees and supervisors in a high-tech company located in South China. Analyses of multisource three-wave data from 37 team supervisors and 176 employees showed that ethical leadership could significantly affect individuals’ task performance through promotive voice. Further, it was found that the relationship between ethical leadership and promotive voice was moderated by leader–leader exchange. Specifically, ethical leadership may significantly enhance employees’ promotive voice when leader–leader exchange is low. The theoretical and practical implications of these findings are discussed.

Vorheriger Artikel Ethical Considerations and Change Recipients’ Reactions: ‘It’s Not All About Me’

Nächster Artikel Coping with Loneliness Through Materialism: Strategies Matter for Adolescent Development of Unethical Behaviors

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

More information about the R program can be found at http://www.quantpsy.org.

Bauer, D. J., Preacher, K. J., & Gil, K. M. (2006). Conceptualizing and testing random indirect effects and moderated mediation in multilevel models: New procedures and recommendations. Psychological Methods, 11, 142–163.CrossRef

Berg, J. H. (1984). Development of friendship between roommates. Journal of Personality and Social Psychology, 46, 346–356.CrossRef

Blanc, P. M., & Gonzalez-Roma, V. (2012). A team level investigation of the relationship between leader-member exchange (LMX) differentiation, and commitment and performance. Leadership Quarterly, 23, 534–544.CrossRef

Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.

Brislin, R. W. (1980). Translation and content analysis of oral and written material. In H. C. Triandis & J. W. Berry (Eds.), Handbook of cross-cultural psychology (pp. 398–444). Boston, MA: Allyn & Bacon.

Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17, 595–616.CrossRef

Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.CrossRef

Burris, E. R. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal, 55, 851–875.CrossRef

Chan, S. C. H., & Mak, W. M. (2012). Benevolent leadership and follower performance: The mediating role of leader-member exchange (LMX). Asia Pacific Journal of Management, 29, 285–301.CrossRef

Chen, A. S., & Hou, Y. H. (2015). The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination. Leadership Quarterly, 27(1), 1–13.CrossRef

Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50, 869–884.CrossRef

Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoads, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87, 565–573.CrossRef

Fuller, J. B., Barnett, T., Hester, K., Relyea, C., & Frey, L. (2007). An exploratory examination of voice behavior from an impression management perspective. Journal of Managerial Issues, 29, 134–151.

Gao, L. P., Janssen, O., & Shi, K. (2011). Leader trust and employee voice: The moderating role of empowering leader behaviors. Leadership Quarterly, 22, 787–798.CrossRef

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6, 219–247.CrossRef

Gu, Q. X., Tang, T. L. P., & Jiang, W. (2015). Does moral leadership enhance employee creativity? Employee identification with leader and leader-member exchange (LMX) in the Chinese context. Journal of Business Ethics, 126, 513–529.CrossRef

Hsiung, H. H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of Business Ethics, 107, 349–361.CrossRef

Kish-Gephart, J. J., Detert, J. R., Trevino, L. K., & Edmondson, A. C. (2009). Silenced by fear: The nature, sources, and consequences of fear at work. Research in Organizational Behavior, 29, 163–193.CrossRef

Lawler, E. J. (2001). An affect theory of social exchange. American Journal of Sociology, 107, 321–352.CrossRef

Liang, J., Farh, C. I. C., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55, 71–92.CrossRef

Likert, R. (1967). The human organization: Its management and value. New York, NY: McGraw-Hill.

Liu, J., Kwan, H. K., Fu, P. P., & Mao, Y. (2013). Ethical leadership and job performance in China: The roles of workplace friendships and traditionality. Journal of Occupational and Organizational Psychology, 86, 564–584.

Liu, W., Tangirala, S., Lam, W., Chen, Z. G., Jia, R. T., & Huang, X. (2015). How and when peers’ positive mood influences employees’ voice. Journal of Applied Psychology, 100, 976–989.CrossRef

Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 43, 738–748.

Maynes, T. D., & Podsakoff, P. M. (2014). Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behavior. Journal of Applied Psychology, 99, 87–112.CrossRef

Mo, S. J., & Shi, J. Q. (2015). Linking ethical leadership to employee burnout, workplace deviance and performance: Testing the mediating roles of trust in leader and surface acting. Journal of Business Ethics, online first.

Mo, S. J., Wang, Z. M., Akrivou, K., & Booth, S. (2012). Look up, look around: Is there anything different about team-level OCB in China? Journal of Management & Organization, 18, 833–844.CrossRef

Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5, 373–412.CrossRef

Muthen, L. K., & Muthen, B. O. (2007). Mplus user’s guide (5th ed.). Los Angeles: Author.

Ng, T. W. H., & Feldman, D. C. (2012). Employee voice behavior: A meta-analytic test of the conservation of resources framework. Journal of Organizational Behavior, 33, 216–234.CrossRef

Pearce, C. L., & Herbik, P. A. (2004). Citizenship behavior at the team level of analysis: The effects of team leadership, team commitment, perceived team support, and team size. The Journal of Social Psychology, 144, 293–310.CrossRef

Podsakoff, P. M., MacKenzie, S. B., Lee, J., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 65, 539–569.CrossRef

Preacher, K. J., Zyphur, M. J., & Zhang, Z. (2010). A general multilevel SEM framework for assessing multilevel mediation. Psychological Methods, 15, 209–233.CrossRef

Seibert, S. E., Kraimer, M. L., & Crant, J. M. (2001). What do proactive people do? A longitudinal model linking proactive personality and career success. Personnel Psychology, 54, 845–874.CrossRef

Tangirala, S., Green, S. G., & Ramanujam, R. (2007). In the shadow of the boss’s boss: Effects of supervisors’ upward exchange relationships on employees. Journal of Applied Psychology, 92, 309–320.CrossRef

Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56, 5–37.CrossRef

Van Dyne, L., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40, 1359–1392.CrossRef

Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41, 108–119.

Zhang, Y. W., LePine, J. A., Buckman, B. R., & Wei, F. (2014). It’s not fair…or is it? The role of justice and leadership in explaining work stressor-job performance relationships. Academy of Management Journal, 57, 675–697.CrossRef

Zhou, L., Wang, M., Chen, G., & Shi, J. Q. (2012). Supervisors’ upward exchange relationships and subordinate outcomes: Testing the multilevel mediation role of empowerment. Journal of Applied Psychology, 97, 668–680.CrossRef

Zhu, W. C., He, H. W., Trevino, L. K., Chao, M. M., & Wang, W. Y. (2015). Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs. Leadership Quarterly, 26, 702–718.CrossRef

Titel: The Voice Link: A Moderated Mediation Model of How Ethical Leadership Affects Individual Task Performance
verfasst von: Shenjiang Mo
Junqi Shi
Publikationsdatum: 20.09.2016
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2018
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-016-3332-2

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 1/2018

Investigating the Effects of Anger and Guilt on Unethical Behavior: A Dual-Process Approach

Fighting Software Piracy: Some Global Conditional Policy Instruments

Determinants and Performance Effects of Social Performance Measurement Systems

Whistleblowing and Information Ethics: Facilitation, Entropy, and Ecopoiesis

Are Adjunct Faculty Exploited: Some Grounds for Skepticism

Permanency of CSR Activities and Firm Value

Premium Partner