Suchergebnisse

We explored the mechanism of the effects of transformational leadership on employees' speaking up (voice), especially probing the moderating effects of power distance and structural distance. We used a questionnaire to conduct an investigation with dyads of leaders (113 senior engineers
and 51 project managers) and their subordinates (495 engineers). The results from hierarchical regression modeling indicated that, in the relationship between transformational leadership and employees' speaking up, structural distance was a positive moderator but power distance was a negative
and stronger moderator than structural distance. Implications of these results for theory and management practice are discussed.

We explored the relationship between employee perceptions of leader impression management behavior (self-serving and prosocial) and employee voice behavior from the perspectives of social exchange and social cognition theories. We built a conceptual model in which the importance of
the mediating effects of trust and suspicion were emphasized, in order to explain the mechanism of how leader impression management affects employee voice behavior. To test the model, we analyzed empirical data from 71 supervisors and 241 subordinates (71 supervisor–subordinate dyads)
employed by companies in central and southern China. The results showed that trust and suspicion both played significant mediating roles in the relationship between leader impression management and employee voice behavior. These findings suggest counterintuitively that trust and suspicion
are separate constructs. Managers should consider not only building employee trust but also minimizing employee suspicion as 2 distinct areas of management practice.

Given the prevalence and concealment of misconduct in the workplace, whistleblowing has become an important organizational control mechanism. In this study, we focused on the process by which ethical leadership influences employees to blow the whistle internally. We collected data via
a survey administered to the respondents, who were leader–member dyads in a large branch of the central bank in southern China. Hierarchical linear modeling results revealed that ethical leadership was positively related to internal whistleblowing by subordinates. We controlled for ethical
climate and found that collective moral potency as a component of the ethical environment, and employees' personal identification with their supervisors fully mediated the relationship between ethical leadership and internal whistleblowing. Theoretical and practical implications are discussed
and directions for future research are suggested.

We investigated the influence of prohibitive voice on the proactive personality traits of extraversion, conscientiousness, and neuroticism, by applying the theory of planned behavior. Participants were 203 employee–supervisor dyads from an information technology corporation in
China. The results indicated that both extraversion and conscientiousness were positively correlated with prohibitive voice, and neuroticism was a negative predictor of prohibitive voice. In this study we have bridged the gap in existing research on the relationship between proactive personality
and prohibitive voice.