Transformational leadership and employee voice: an affective perspective

Zhen Wang (), Shiyong Xu (), Yanling Sun () and Yanjun Liu ()
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Zhen Wang: Renmin University of China
Shiyong Xu: Renmin University of China
Yanling Sun: Chinese Academy of Personnel Science
Yanjun Liu: Renmin University of China

Frontiers of Business Research in China, 2019, vol. 13, issue 1, 1-14

Abstract: Abstract This study aims to examine the effect of transformational leadership on employee voice behavior. Specifically, this study investigates the mediating role of positive affect in linking transformational leadership with voice and the moderating role of over-qualification in influencing the mediation of positive affect. In particular, a two-wave survey was conducted. A sample of 271 participants complete a questionnaire measuring transformational leadership, positive affect and various demographic variables in the first wave. Then, they complete a second questionnaire measuring perceived over-qualification and voice behavior 2 weeks later. We conduct a series of multiple regression analyses to test the model. The results show that positive affect partially mediated the relationship between transformational leadership and employee voice behavior. Over-qualification moderated the relationship between positive affect and voice. In addition, moderated mediation analyses reveal that positive affect mediates the relationship between transformational leadership and voice only for highly over-qualified employees. This study investigates a new method linking transformational leadership and voice from an affective perspective by finding the mediating effect of positive affect. We also verify the role of “energized to” process in shaping proactive behaviors. Finally, this study examines the boundary conditions of the effect of positive affect on voice.

Keywords: Employee; Self-efficacy; Transformational leadership; Voice; Positive affect; Perceived over-qualification; Proactive behaviors (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (2)

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DOI: 10.1186/s11782-019-0049-y

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