Does Value Congruence Lead to Voice? Cooperative Voice and Cooperative Silence under Team and Differentiated Transformational Leadership

An-Chih Wang, Hsu-Hung Hsieh, Chou-Yu Tsai and Bor-Shiuan Cheng

Management and Organization Review, 2012, vol. 8, issue 2, 341-370

Abstract: This study seeks to resolve a puzzle of the coexistence of follower cooperative voice and cooperative silence (expressing/withholding work-related ideas, information, and opinions based on collective, cooperative motives) in the presence of transformational leadership. A sample of 193 bank employees under 52 managers revealed that in the presence of group-focused transformational leadership, both voice and silence based on cooperative motives increased through the mediation of value congruence between leaders and followers. However, cooperative voice was more likely to be the main response to a high level of value congruence when followers under the same leader perceived individual-focused transformational leadership uniformly. Under a high level of differentiated individual-focused transformational leadership, value congruence was likely to result in more cooperative silence. We discuss implications for future research on both leadership and employee voice.

Date: 2012
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