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The role of voice efficacy in the formation of voice behaviour: A cross-level examination

Published online by Cambridge University Press:  14 November 2014

Jinyun Duan ,
Ho Kwong Kwan  and
Bin Ling
Jinyun Duan
Affiliation:
Department of Psychology, Soochow University, Suzhou, People's Republic of China
Ho Kwong Kwan*
Affiliation:
School of International Business Administration, Shanghai University of Finance and Economics, Shanghai, People's Republic of China
Bin Ling
Affiliation:
Department of Psychology, Zhejiang University, Hangzhou, People's Republic of China
*
Corresponding author. kwanhokwong@163.com
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Abstract

We present a voice efficacy model to account for the effects of general self-efficacy, perceived team servant leadership, and perceived organisational support on voice behaviour. In particular, we predict that general self-efficacy, perceived team servant leadership, and perceived organisational support enhance voice behaviour via voice efficacy. We also examined the extent to which perceived organisational support moderates the effect of voice efficacy on voice such that the effect is stronger when perceived organisational support is high. Using data collected from 401 employees in 91 groups and 53 organisations in China and controlling for psychological safety, we obtained full support for our hypotheses.

Keywords

EfficacyOrganisational supportServant leadershipVoice
Type
Research Article
Information
Journal of Management & Organization , Volume 20 , Issue 4 , July 2014 , pp. 526 - 543
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2014 

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