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Constructive voice encompasses a multitude of voice message content. However, existing measures of voice do not capture these differences in a precise way and contribute to inconclusive evidence. Based on existing conceptualizations of constructive voice, we suggest that employee voice messages differ along three main dimensions: (1) suggesting innovative opportunities versus highlighting harm (functional orientation), (2) offering specific suggestions versus pointing out problems (substantive orientation), and (3) addressing existing versus potential future issues (temporal orientation). Using this three-dimensional approach, we define five distinct prototypical facets of voice with well-defined conceptual boundaries. Through two expert studies (N = 12 and N = 10), we identify uncertainties in the content of current voice measures. We then introduce a newly developed measure that addresses these shortcomings. In two consecutive survey studies (N = 132 and N = 553), we present initial evidence supporting the reliability, convergent validity, and discriminant validity of this measure. The correlations among the five facets of voice were high. However, we also found evidence for differential associations with some antecedents. [ABSTRACT FROM AUTHOR]

There is debate as to whether charismatic leadership triggers or impedes follower voice. This research proposes the relationship between charismatic leadership and follower speak-up behaviors is contingent upon two types of voice (promotive vs. prohibitive) and moderated by the different nature of workplace stressors perceived (hindrance vs. challenge). A multi-method (field and experiment) research conducted in China largely supports our hypothesized model. This research reveals the "double-edged" effect of charismatic leadership and highlights the counter-intuitive sense that challenge stressors may not work well for voice. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Teachers routinely face dissatisfying work conditions and may express their frustrations to their peers. This study explores the extent to which causal attributions of work-related doubt, occupational commitment, and intention to quit influence teachers' willingness to voice their concerns about their occupation. Through a survey of 210 teachers in the United States, we found that teachers with a personal control orientation were less likely to express prohibitive voice. Moreover, both occupational commitment and intention to quit positively predicted teachers' prohibitive voice. Our findings provide new insights into how teachers may use voice as a communication strategy to defend their occupation from potential harms. Implications and limitations of the study are further discussed. [ABSTRACT FROM AUTHOR]

Although empirical evidence has accumulated showing that group climate has a significant impact on employee voice, knowledge about how different types of climates may influence voice is limited. Drawing upon the theory of planned behavior, we develop and test a model that explains whether and how the two group climates, cooperation and sanction, differentially predict employee promotive and prohibitive voice. We test the hypotheses using data collected from a sample of 274 full-time employees nested in 58 workgroups across two time periods. The empirical results show that group climate predicts employee voice in different ways: Group cooperation climate has a positive effect on both types of employee voice, whereas group sanction climate shows a negative effect on promotive voice. Individuals' psychological capital is a cross-level mediator in the relationship between group climate and employee voice. Employees' prevention focus negatively moderates the relationship between psychological capital and employee voice. These results highlight the important effect of group climate on employee voice in organization and calls on managers to create a favorable environment to increase employees' psychological capital and voice behaviors. [ABSTRACT FROM AUTHOR]

Aim: Less empirical attention has been paid to the positive relationship between voice behaviour and voice speaker development, such as self‐leadership. The present study explores the relationship among nurses' voice, perceived insider status and self‐leadership. Method: This study was based on time‐lagged survey data collected from 608 frontline nurses. jamovi and PROCESS macro were used for analysis. Results: Promotive voice and prohibitive voice were positively associated with self‐leadership. Perceived inside status mediated the relationship between promotive voice/prohibitive voice and self‐leadership. Prohibitive voice was more strongly related to self‐leadership than promotive voice. Conclusions: When nurses dare to voice, nurses' self‐leadership can be enhanced through perceived insider status improving, especially for nurses who dare to prohibitive voice. Implications for nursing management: Nurse managers should protect the privacy of voice, continually provide feedback on voice and set up special encouragement for prohibitive voice. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to argue that, in situations where transformational leadership (TL) is in effect, perceived meaningfulness in work plays a vital role in generating intrinsic motivation among employees; specifically, this can influence employees to endeavor to benefit their organizations through engaging in voice behavior.Design/methodology/approach In this empirical study, a cross-sectional dyad questionnaire method was adopted to collect data from 172 employees from 40 companies.Findings The results show that perceiving work as meaningful is positively related, through a direct effect, to promotive and prohibitive voice behaviors. Further, employees perceiving their work as meaningful were found to fully mediate the relationship between TL and promotive voice behavior, but not prohibitive voice behavior. These results indicate that employees under TL who consider their jobs to be meaningful engage in more voice behaviors that might eventually benefit their organizations.Originality/value This study demonstrates that meaningful work is a considerable predictor of voice behavior. The results show that when a person experiences TL, it increases the chances that they perceive their work as meaningful, which in turn encourages them to engage in voice behavior that can benefit their organization. The findings from this research suggest that organizations can create “win-win” situations that benefit both their employees and the organizations themselves. [ABSTRACT FROM AUTHOR]

Although research has established individual difference antecedents of voice behavior, little is known about the role of individual differences in psychological needs that affect voice. We draw on needs theory to propose a needs-driven approach to studying voice behavior. Specifically, we hypothesize that individual’s need for affiliation has differential effects on promotive voice and prohibitive voice, leader–member exchange (LMX) transmits the effects of personal need for affiliation on the two types of voice, and group cohesion weakens the indirect effects of the need for affiliation on the two types of voice behavior through LMX. We test these hypotheses with samples of 215 employees from 42 groups in China. The results have supported all the hypotheses. Implications to theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Prohibitive voice is helpful for enterprises to correct failure and enhance adaptability so as to obtain competitive advantage. The leader as the voice target often makes a difference to the voice behavior. Ethical leadership can improve the psychological security and organizational identification of subordinates, and thus motivate prohibitive voice. The study applied two types of statistical analysis approaches: multiple hierarchical regression analysis and structural equation model, and made two sessions of investigation to 341 employees. The analytical results show that the psychological security and organizational identification completely play a medium role in the relationship between ethical leadership and prohibitive voice. [ABSTRACT FROM AUTHOR]