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Human resource (HR) managers hire conscientious employees because they are both productive and are viewed as upholding high ethical standards due to their propensity to engage in voice. Organizations may strive to create a work context conducive to all employees acting ethically, not just conscientious ones, by centralizing decision‐making authority and promoting formalization through a higher hierarchy of authority. Yet, we propose that from the social information processing perspective, in higher hierarchy of authority contexts, peers may view their highly conscientious colleagues as less ethical. We hypothesize these effects through the lens of trait activation theory, according to which in a higher hierarchy of authority context, others are less likely to notice the voice behaviors of conscientious employees. Problematically, when others fail to notice conscientious employees' voice, they may perceive these workers as being less ethical. We tested our hypothesized moderated mediation model in a matched sample of employees (N = 820), their supervisors (N = 445), and peers (N = 529). As predicted, hierarchy of authority moderated the positive relationship between conscientiousness and voice, which in turn explained others' perceptions of their ethicality. Conscientiousness was positively related to peer assessments of ethicality via promotive (not prohibitive) voice when hierarchy of authority was lower (but not higher), partially supporting our hypotheses. These results suggest HR practitioners should be cognizant of the differential evaluations of highly conscientious employees in contexts with different levels of hierarchy of authority, and continuing challenges associated with balancing flexibility and formalization. [ABSTRACT FROM AUTHOR]

This paper examines the temporal dynamics of newcomer voice and silence in organizations, focusing on the role of organizational socialization. While prior research has explored the antecedents and effects of newcomer voice behaviour, little attention has been given to how voice and silence evolve over time as newcomers become more familiar with their roles and the organizational context. Drawing on multiple goal pursuit theory, this study investigates how organizational socialization influences the trajectories of newcomer promotive voice, prohibitive voice and employee silence. We test our hypotheses on a sample of 198 organizational newcomers over four waves of data, employing random coefficient growth models. The findings suggest that employee voice and silence follow distinct trajectories and provide partial support for the influence of organizational socialization on these changes in newcomer behaviour. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to investigates the impact of felt obligation for constructive change, constructive voices on social media and social media knowledge competence on digital social entrepreneurship among Indonesian youth. Design/methodology/approach: This study uses Hayes' process model to assess the stated hypotheses using survey data gathered from 489 Indonesian youth. Findings: Youth with elevated social media knowledge competency might display diminished motivation to participate in digital social entrepreneurship, even when their felt obligation for constructive change remains robust. While promotive voice on social media mediates the relationship between felt obligation and digital social entrepreneurship, the notable absence of a mediating role for prohibitive voice on social media contradicts traditional Positive Youth Development (PYD) theory Research limitations/implications: This research challenges conventional PYD theory by suggesting that youth with high social media knowledge competence may have reduced motivation for digital social entrepreneurship, despite a strong commitment to positive change. While promotive voice behavior mediates the relationship between felt obligation and digital entrepreneurship, the absence of mediation by prohibitive voice contradicts traditional PYD principles. This study expands the PYD framework, highlighting the challenges related to social media knowledge competence and prohibitive voice in engaging youth advocates for digital social entrepreneurship. It emphasizes the need to adapt PYD theory to address the complexities of the digital age effectively. Practical implications: The findings offer valuable insights for students, aspiring young entrepreneurs, educators and policymakers interested in advancing the development of digital social entrepreneurship in a developing nation. Social implications: This research offers valuable practical implications for policymakers, educators and society. It suggests the importance of nurturing a sense of responsibility among young individuals, enabling their active involvement in addressing issues like environmental degradation and discrimination. Creating supportive online communities for collaboration and constructive voice behavior on social media can provide judgment-free environments. Additionally, advocating for partnerships between youth and various stakeholders can boost resources, mentorship and funding opportunities, enhancing the prospects for impactful digital social entrepreneurship. Originality/value: This study contributes to an underexplored area in the field of social entrepreneurship by investigating the intersection of youth, digital advocacy and digital social entrepreneurship. The incorporation of the PYD theory introduces a novel dimension to recent research in this domain [ABSTRACT FROM AUTHOR]

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]

Organizations are increasingly depending on their employees to contribute suggestions aimed at enhancing organizational processes, boosting overall efficiency, and fostering innovation. However, some factors might hinder employees from expressing their thoughts. While there is evidence suggesting an effect of supervisor social undermining behavior on employee voice, the impact on innovative types of voice, specifically promotive voice, remains uncertain. This study aims to explore the association between supervisor social undermining and employee promotive voice. Moreover, this research investigates how employee perceptions of procedural justice moderate this relationship, utilizing the Conservation of Resources theory. Data were collected from 115 highly skilled employees, and hierarchical regression analysis was employed to assess the proposed hypotheses. The findings suggest that when individuals encounter social undermining behavior from their supervisor, they are less inclined to engage in promotive voice behavior. Interestingly, the results indicate that this relationship becomes stronger when individuals possess higher perceptions of procedural justice. To the best of our knowledge, this study is the first to investigate the impact of supervisor social undermining on promotive voice while considering procedural justice as a moderator in this relationship. The findings of this study suggest several theoretical and practical implications and provide directions for future research. [ABSTRACT FROM AUTHOR]

This study examines the impact of digital leadership on employee voice behaviors, which are critical for organizations' success in digital transformation. Using social exchange theory as the model foundation, we conducted a two-wave survey to explore the content and attributes of voice behaviors. Our findings show that digital leadership plays a crucial role in promoting employee voice behaviors, indirectly affecting prohibitive and promotive voice behaviors through employee empowerment. We found that digital leadership increases prohibitive voice behavior through increasing work engagement rather than promotive voice behavior. Additionally, our study reveals that employee empowerment and work engagement do not mediate the chain of effects between digital leadership and promotive voice behavior. This research contributes to the literature on digital leadership, employee voice behaviors, and social exchange theory, providing new insights into the role of digital leadership in promoting employee voice behaviors. [ABSTRACT FROM AUTHOR]

This study investigates how career empowerment predicts promotive and prohibitive voice behaviors and how career security intervenes in this relationship. The moderating role of bystanders' direct and indirect intervention behavior is also tested between career security and voice behavior. Three-wave time-lagged data were collected from 267 non-managerial front-line banking employees to test the proposed model. The structural equation modeling (SEM) statistical technique was used for data analysis. The results showed that career empowerment significantly predicts promotive and prohibitive voice behaviors, both directly and indirectly. Furthermore, the direct intervention behavior of bystanders significantly moderates the relationship between career security and both types of voice behavior (promotive and prohibitive). Theoretical and practical implications of the study are discussed. [ABSTRACT FROM AUTHOR]

In this study, we explore how and when abusive supervision may dampen two types of voice behavior: promotive and prohibitive voice. Drawing on social cognitive theory, we propose that employee voice self-efficacy (VSE) may mediate the negative relationships between abusive supervision and promotive/prohibitive voice. Furthermore, according to the conservation of resources theory, we argue that employees' psychological resilience may buffer the negative indirect effects of abusive supervision on the two voice behaviors via follower VSE. Third, we propose that employees' moral disengagement propensity (MDP) may attenuate the moderating effects of resilience, such that the buffering effects of resilience may occur only when MDP is low. We tested our conditional process model with time-lagged and multisource data collected from 656 employees and 99 supervisors in China. The results largely supported our hypotheses. Theoretical contributions and practical implications are discussed. [ABSTRACT FROM AUTHOR]

This document is a list of references for a research paper on employee well-being and its impact on voice behavior and customer service performance. The references cover various topics related to employee well-being, including job satisfaction, organizational support, work engagement, and psychological antecedents of voice behavior. The sources cited are from reputable journals and publications in the fields of psychology, management, marketing, and hospitality. The references provide a comprehensive range of perspectives and research findings on the relationship between employee well-being and organizational outcomes. [Extracted from the article]

IntroductionAs a distinctive form of relational leadership, the impact of inclusive leadership on employee work behavior has been widely considered by scholars. The purpose of this study was to examine the positive effects of inclusive leadership on employee voice (promotive voice and prohibitive voice), and the moderating role of organizational justice perception (distributive justice, procedural justice, and interactional justice) on such positive effects.MethodsBased on social exchange theory, this study used a multi-wave and multi-source survey to obtain data from 258 subordinates and 52 team leaders from construction companies located in China.ResultsThe results showed that inclusive leadership was positively related to promotive voice and prohibitive voice. Distributive justice and interactional justice would strengthen the positive relationship between inclusive leadership and promotive voice. Distributive justice, procedural justice, and interactional justice would strengthen the positive relationship between inclusive leadership and prohibitive voice.DiscussionFirst, this study examined the impact of inclusive leadership on employee voice, emphasized the importance of inclusive leadership as the core of relational leadership, and provided guidance for improving employee promotive and prohibitive voice. Second, this study conceptualized organizational justice perception as distributive justice, procedural justice, and interactional justice, comprehensively considered the impact of the three dimensions of justice perception on the effectiveness of inclusive leadership, and provided specific reference for employee management practice from the perspective of justice.

While promotive voice is conventionally considered a favourable work behaviour to the organisation, whether engaging in promotive voice will help employees move up the career ladder is inconclusive across a handful of studies. Drawing on a psychological contract perspective, this study aims to understand why and when employees' promotive voice can contribute to supervisor‐rated employees' promotability. We propose that employees' engagement in promotive voice will strengthen supervisor‐sponsored balanced psychological contract with the employees and thus employees' promotability, and these effects will be stronger when the employees and supervisors have higher versus lower quality of leader‐member exchange (LMX) relationship. Results of a three‐wave field study with 281 employees and their 59 supervisors supported our hypotheses. We conclude by discussing the important implications of these findings for theory and practice. [ABSTRACT FROM AUTHOR]

Employee voice plays a crucial role in driving constructive change within organizations. However, there is a lack of understanding regarding the distinct antecedents of different types of voice behaviors, namely promotive and prohibitive voice. This study aims to address this gap by examining the influence of interpersonal factors, such as leader-member exchange (LMX), and individual factors, specifically regulatory focus, on both types of voice behavior. By focusing on LMX and regulatory focus, we explore how these factors uniquely and interactively affect promotive and prohibitive voice. The study collected data from 167 Chinese employees in Guangdong province and Hong Kong. Our findings reveal a positive linear relationship between LMX and promotive voice, indicating that a strong leader-member relationship enhances employees' willingness to contribute proactive ideas and suggestions. In contrast, we observed a curvilinear relationship between LMX and prohibitive voice, consistent with the "too-much-of-a-good-thing" effect. Furthermore, our study examines the unique effects of promotion and prevention focus on promotive and prohibitive voice, respectively. However, we did not find significant interaction effects between LMX and regulatory focus on voice behavior. These results suggest that the impact of LMX and regulatory focus on voice behavior operates independently rather than in combination. Theoretical implications of our findings contribute to the understanding of voice behavior, leadership, and regulatory focus literature. Plain Language Summary: Exploring How LMX and Regulatory Focus Shape Promotive and Prohibitive Voice Differently Employee voice is vital for positive change in companies, but we don't fully understand what drives different types of employee voice behavior, especially promotive voice or prohibitive voice. This study aims to address this knowledge gap by looking at how relationships between leader-member exchange (LMX) and individual factors, specifically regulatory focus, influence both types of voice behavior. We gathered data from 167 employees in China, specifically in Guangdong Province and Hong Kong. Our findings show a positive linear relationship between LMX and promotive voice, indicating that a strong leader-member relationship enhances employees' willingness to contribute proactive ideas and suggestions. However, we observed a curvilinear relationship between LMX and prohibitive voice, consistent with the 'too-much-of-a-good-thing' effect. We also examined the unique effects of promotion and prevention focus on promotive and prohibitive voice, respectively. However, we did not find significant interaction effects between LMX and regulatory focus on voice behavior. Our study helps to better understand how employee voice behavior, leadership, and regulatory focus are related. [ABSTRACT FROM AUTHOR]

Drawing on social exchange theory (SET), this study aims to investigate communicative deviance among Indonesian employees because of supervisor and customer mistreatment. We question whether anger mediates the relationship between mistreatment and deviant silence while self-control moderates promotive voice? In this regard, a survey among 1652 frontline service employees working in 60 Indonesian cities reveals perceptions of abusive supervision arouse negative emotions of anger among Indonesian frontliners. Stronger support for self-control as a moderator is found. Practically, there is a need to revisit goal orientation at work. This research is unique in conceptualizing a holistic view of mistreatment and its negative consequences. [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]

This study is the first one to explore the relation between career calling and employee voice and two potential mediators of this relationship, felt responsibility for constructive change and employee optimism about the future. Surveys from 406 employees of a law enforcement agency in the Midwest U.S. were analyzed using logistic regression and bootstrapping method with Structural Equation Modeling (SEM) to examine support for the hypotheses' main and mediating effects. A behavioral measure was used to capture employees' promotive voice behavior. Results indicated that individuals with stronger career calling were more likely to engage in promotive voice, after controlling for personality, perceptions toward work, and organizational tenure. In addition, career calling was positively associated with both felt responsibility and employee optimism. Finally, felt responsibility for constructive change fully mediated the relationship between career calling and promotive voice. The implications of these findings for researchers and practitioners are discussed. [ABSTRACT FROM AUTHOR]

Extant literature on supervisor humor predominantly documents its beneficial effects on the organization, but its dark side receives little attention. Drawing on ego depletion theory, we proposed a conceptual model to examine the effects of two interpersonal types of supervisor humor (i.e., affiliative humor and aggressive humor) on employee voice. An empirical study with a sample covering 257 employees in China indicated that supervisor aggressive humor was negatively related to voice behaviors via depleting employees' resource. In contrast, supervisor affiliative humor was positively related to voice behaviors owing to less depletion of employees. Contrary to prediction, emotional intelligence enhanced the positive effect of supervisor aggressive humor on employees' depletion. Important theoretical and practical implications were discussed. [ABSTRACT FROM AUTHOR]

Jing Lv,1 Zhifei Zhang,2 Zhigang Gao3 1Shandong University of Finance and Economics, Jinan, 250014, People’s Republic of China; 2Tongji University, Shanghai, 201804, People’s Republic of China; 3Shanghai University of Political Science and Law, Shanghai, 201804, People’s Republic of ChinaCorrespondence: Zhigang GaoShanghai University of Political Science and Law, No. 7989, Wai Qingsong Highway, Qingpu District, Shanghai, 201701, People’s Republic of ChinaTel +86 21-39225126Email gaozhigang@shupl.edu.cnPurpose: Employee voice has been considered as an important means to understand the cutting-edge information, gain social status and performance advantage for leaders, employees and the organization, respectively. However, our knowledge about how and when employees’ emotions influence voice remains limited.Design/Methodology/Approach: In order to better illustrate the role of emotion on voice, based on emotion as social information theory and similarity attraction theory, we proposed a research model through which emotion recognition ability affects voice via perceived ambidextrous leadership. A sample of 182 comprised of full-time employees and their 43 immediate supervisors was collected through questionnaires in China, and analyzed via hierarchical regression method.Findings: We found that subordinate’s emotional recognition ability has a significant positive effect on promotive and prohibitive voice, and that perceived ambidextrous leadership plays a significant mediating role between subordinate’s emotional recognition ability and promotive voice, while no mediating role is found between subordinate’s emotional recognition ability and prohibitive voice. In addition, in contrast to leader-subordinate gender dissimilarity, leader-subordinate gender similarity is more effective in strengthening the impact of emotion recognition ability on perceived ambidextrous leadership, and thus promotes employee voice.Originality/Value: This research not only advances our understanding of employee voice, but also provides specific reference for management practices from the perspective of gender.Keywords: emotion recognition ability, perceived ambidextrous leadership, leader-subordinate gender similarity, promotive voice, prohibitive voice

Purpose: Despite the number of studies on abusive supervision and voice, there is still limited knowledge on why individuals refrain themselves from information sharing. Moreover, very little is known on when individuals become cynical and when they do not under abusive supervision. Hence, to address the existing gaps in the literature this study aims to investigate the moderating role of positive reappraisal on the link between abusive supervision and cynicism; the associations between cynicism and two forms of voice, promotive and prohibitive; and the mediating effect of cynicism on the relationship between abusive supervision and voice. Design/methodology/approach: We conducted a survey among 685 highly skilled employees and their immediate supervisors in manufacturing companies. Among the 685 responses, we excluded 258 incomplete questionnaires and thus analyzed a total of 427 responses. Hierarchical regression analysis and structural equation modeling were utilized to assess the validity of the hypotheses. Findings: The findings indicate that positive reappraisal moderates the link between abusive supervision and cynicism; furthermore, cynicism is negatively related to promotive voice and mediates the relationship between abusive supervision and promotive voice. Moreover, the results reveal that the association between cynicism and prohibitive voice is nonsignificant and that cynicism does not mediate the link between abusive supervision and prohibitive voice. Originality/value: This study is the first to provide empirical evidence on the moderating role of positive reappraisal on the relationship between abusive supervision and cynicism, the association between cynicism and promotive voice and the mediating role of cynicism on the link between abusive supervision and promotive voice. Future research directions: We recommend that future research consider other forms of voice, such as acquiescent and prosocial voice, in investigating the links between cynicism and employee voice. [ABSTRACT FROM AUTHOR]

Abstract 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.

This study utilizes self-consistency motivational theory to investigate the association between employees' experience of co-worker ostracism and their promotive voice, while also examining the mediating role of organization-based self-esteem (OBSE) and the moderating effect of emotional stability. We collected three-wave data from personnel in North American organizations and found that social exclusion by co-workers hinders employees' expression of constructive views about work-related matters as it dampens their OBSE. We observed that this mediating role of OBSE is mitigated to the extent to which employees have emotional stability, a dispositional feature that helps them control emotions, discipline impulses, and handle challenges. Overall, our study identifies a key mechanism, employees' belief about their self-esteem and proficiency as an organizational member, through which co-worker exclusion hampers promotive voice, and it reveals how their emotional stability might contain this process. [ABSTRACT FROM AUTHOR]

Purpose: Employee voice has been considered as an important means to understand the cutting-edge information, gain social status and performance advantage for leaders, employees and the organization, respectively. However, our knowledge about how and when employees' emotions influence voice remains limited. Design/Methodology/Approach: In order to better illustrate the role of emotion on voice, based on emotion as social information theory and similarity attraction theory, we proposed a research model through which emotion recognition ability affects voice via perceived ambidextrous leadership. A sample of 182 comprised of full-time employees and their 43 immediate supervisors was collected through questionnaires in China, and analyzed via hierarchical regression method. Findings: We found that subordinate's emotional recognition ability has a significant positive effect on promotive and prohibitive voice, and that perceived ambidextrous leadership plays a significant mediating role between subordinate's emotional recognition ability and promotive voice, while no mediating role is found between subordinate's emotional recognition ability and prohibitive voice. In addition, in contrast to leader-subordinate gender dissimilarity, leader-subordinate gender similarity is more effective in strengthening the impact of emotion recognition ability on perceived ambidextrous leadership, and thus promotes employee voice. Originality/Value: This research not only advances our understanding of employee voice, but also provides specific reference for management practices from the perspective of gender. [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.

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]

We investigated the extent to which receiving developmental feedback from the work supervisor increased employee confidence to be proactive in expressing promotive voice (e.g., offering advice) and prohibitive voice (e.g., point out problems or criticising), and the employee organisation-based self-esteem mediation in that relationship. Our study sample consisted of 258 employees (female = 41.96%; mean age = 7.94 years, SD = 33.65 years, age range = 19 to 53 years) from a large Chinese manufacturing enterprise. Following hierarchical regression analysis and bootstrap analysis, results indicated supervisor developmental feedback was positively related to employee organisation-based self-esteem, promotive, and prohibitive voice. Organisation-based self-esteem partially mediated the relationship between supervisor developmental feedback and employee promotive and prohibitive voice. Our results suggest supervisors should provide their direct employees with developmental feedback to increase employee organisation-based self-esteem, and ultimately promote employee promotive and prohibitive voice. [ABSTRACT FROM AUTHOR]

Background: As a developing country, the number of emergency nurses in China is not growing nearly as rapidly as the number of patients, which puts a great deal of stress on emergency nurses' working hours and may thus impede care quality and patient safety., Objective: This study aims to investigate the relationship between time pressure and voice behavior and to explore whether temporal leadership acts as a moderator in the relationship between time pressure and voice behavior., Methods: Data were collected using scales that have been published in authoritative foreign journals and translated and validated by Chinese scholars. To examine the results more accurately, this paper used the partial least squares (PLS) approach to analyze the research model and verify the research hypothesis., Results: The results of the path analysis and hypothesis testing showed that challenge time pressure and hindrance time pressure both positively and significantly influenced prohibitive voice and promotive voice, while the moderating effect of temporal leadership on the relationship between time pressure and voice behavior was not significant., Conclusions: Our study revealed that challenge time pressure positively influences emergency nurses' promotive voice and motivates them to provide their opinions in a reasonable way, while hindrance time pressure motivates emergency nurses' prohibitive voice, which is not conducive to the improvement of overall organizational functioning and may even damage otherwise good organizational relationships. Furthermore, the study found that the level of temporal leadership does not affect the strength of the relationship between time pressure and voice behavior.

Building upon social exchange theory and the current voice research, we posit that employee workplace “currencies of exchange” with the leader (i.e., social currency and work-related currency) are key predictors of employee promotive and prohibitive voice. Furthermore, we distinguish between the different roles of social currency and work-related currency in predicting promotive and prohibitive voice, respectively. More importantly, this study further explores the moderating effects of two important individual characteristics, psychological safety and power distance orientation, on the relationships between currencies and voice. We randomly sampled 598 Chinese employees via an online survey platform to test our hypotheses. Our results show that both social currency and work-related currency are determinants of promotive voice and prohibitive voice. Moreover, the boundary conditions for the two kinds of currencies are different. Specifically, employee psychological safety strengthens the influence of social currency on both types of employee voice, while employee power distance orientation could only amplify the relationship between work-related currency and promotive voice. Our research provides important implications for both theory and practice. Limitations and future directions are also discussed.

Drawing upon the conservation of resource theory and leadership contingency model, this study investigated how and when employee voice under three paternalistic leadership dimensions of benevolence, morality, and authoritarianism relates to creativity. The sample included matched survey responses obtained from 82 leaders and 324 subordinates from manufacturing companies in Ghana. Structural equation modelling and regression analysis results revealed benevolent leadership to foster creativity, while authoritarian leadership stymied creativity. The relationship between benevolent/ authoritarian leadership and creativity was stronger with promotive voice with power distance but, not with prohibitive voice. Our findings extend social exchange, a self-based concept perspective, to conservation of resource theory in order to enhance understanding of paternalistic leadership potential to affect employees' perception of resource gain or loss with voice expression. [ABSTRACT FROM AUTHOR]

In this study, we examine whether, how, and when corporate social responsibility (CSR) increases promotive and prohibitive voices in accordance with ethical climate theory and multi-experience model of ethical climate. Data from 382 employees at two time points are examined. Results show that CSR is positively related to promotive and prohibitive voices. Other-focused and self-focused climates mediate the relationship between CSR and the two types of voice (promotive and prohibitive voice). Moreover, humble leadership moderates the positive relationship between CSR and other-focused climate. Such leadership moderates the negative relationship between CSR and self-focused climate. Humble leadership also moderates the indirect effect between CSR and the two kinds of voice through other-focused and self-focused climates. The findings of this study provide important insights into how and when CSR influences employee voice. [ABSTRACT FROM AUTHOR]

This study examines whether and how different employment arrangements (temporary versus regular employment) may affect employees' voice behaviors (promotive and prohibitive voice). Using a two‐wave panel design, we collected data from a sample of 355 employees from 66 teams in four Chinese organizations. The results show that temporary employees engage in fewer promotive voice behaviors than their regular counterparts, but there is no difference between the two groups when it comes to prohibitive voice. Moreover, self‐efficacy is a mediator between employment status and voice behaviors, and political savvy acts as a moderator. For employees with high political savvy, the negative relationships between temporary employment status and promotive and prohibitive voice is attenuated. Key points: Temporary employees engaged in fewer promotive voice behaviors than permanent employees, but the two groups did not differ when it came to prohibitive voice.Employment status indirectly related to voice behaviors through employees' self‐efficacy.Political savvy was a moderator between employment status and voice behaviors. [ABSTRACT FROM AUTHOR]

Recent LMX research suggests that due to boundary conditions, the benefits of high‐quality LMX relationships may not be as straightforward as previously thought. In the voice domain, meta‐analytic evidence further shows that there is substantial variation in the effect sizes reported for the relationship between LMX and voice behaviour. To develop a more thorough understanding of the nature of the LMX–voice relationship, in the present study we draw from LMX theory and the voice literature to theorize and test the curvilinear indirect effect of LMX on employee promotive voice via employees' felt obligation for constructive change (FOCC). We suggest that this curvilinear effect is contingent on employees' perceptions of co‐worker voice behaviours and leader solicitation of voice. Survey data collected from 256 employees and their supervising manager working at a large Chinese Internet finance company largely support our predictions. Our findings show that at low‐to‐moderately high levels, LMX is positively associated with promotive voice via FOCC. However, this positive relationship turns negative at very high level of LMX. Results also show a negative relationship between LMX and FOCC (and a negative indirect effect of LMX on promotive voice via FOCC) in the presence of higher levels of co‐worker voice or lower levels of leader solicitation of voice. Contributions to the LMX and voice literatures are discussed. Limitations and future directions are also discussed. Practitioner points: High‐quality LMX relationship is not always beneficial to organizations as it may discourage employees from speaking up with new ideas or suggestions at very high levels of LMX.When co‐workers voice, employees are less likely to speak up with new ideas or suggestions as they feel their obligation to improve the organization may already be fulfilled by others.Leader solicitation can effectively encourage employee voice in high LMX relationships. [ABSTRACT FROM AUTHOR]