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Transformational leadership and employee voice: an affective perspective

Author

Listed:
  • 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)

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.

Suggested Citation

  • Zhen Wang & Shiyong Xu & Yanling Sun & Yanjun Liu, 2019. "Transformational leadership and employee voice: an affective perspective," Frontiers of Business Research in China, Springer, vol. 13(1), pages 1-14, December.
    • Handle: RePEc:spr:fobric:v:13:y:2019:i:1:d:10.1186_s11782-019-0049-y
    DOI: 10.1186/s11782-019-0049-y
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    References listed on IDEAS

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    1. Deng, Hong & Guan, Yanjun & Wu, Chia-Huei & Erdogan, Berrin & Bauer, Talya & Yao, Xiang, 2018. "A relational model of perceived overqualification: the moderating role of interpersonal influence on social acceptance," LSE Research Online Documents on Economics 67547, London School of Economics and Political Science, LSE Library.
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    7. An-Chih Wang & Hsu-Hung Hsieh & Chou-Yu Tsai & Bor-Shiuan Cheng, 2012. "Does Value Congruence Lead to Voice? Cooperative Voice and Cooperative Silence under Team and Differentiated Transformational Leadership," Management and Organization Review, The International Association for Chinese Management Research, vol. 8(2), pages 341-370, July.
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    Cited by:

    1. Lifeng Zhong & Zhichao Qian & Dongdong Wang, 2020. "How does the servant supervisor influence the employability of postgraduates? Exploring the mechanisms of self-efficacy and academic engagement," Frontiers of Business Research in China, Springer, vol. 14(1), pages 1-20, December.
    2. Sehrish Ilyas & Ghulam Abid & Fouzia Ashfaq & Muhammad Ali & Wasif Ali, 2021. "Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior," SAGE Open, , vol. 11(2), pages 21582440211, April.

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