Hostname: page-component-cd9895bd7-p9bg8 Total loading time: 0 Render date: 2024-12-19T09:13:28.741Z Has data issue: false hasContentIssue false
  • English
  • Français

The role of voice efficacy in the formation of voice behaviour: A cross-level examination

Published online by Cambridge University Press:  14 November 2014

Jinyun Duan ,
Ho Kwong Kwan  and
Bin Ling
Jinyun Duan
Affiliation:
Department of Psychology, Soochow University, Suzhou, People's Republic of China
Ho Kwong Kwan*
Affiliation:
School of International Business Administration, Shanghai University of Finance and Economics, Shanghai, People's Republic of China
Bin Ling
Affiliation:
Department of Psychology, Zhejiang University, Hangzhou, People's Republic of China
*
Corresponding author. [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

We present a voice efficacy model to account for the effects of general self-efficacy, perceived team servant leadership, and perceived organisational support on voice behaviour. In particular, we predict that general self-efficacy, perceived team servant leadership, and perceived organisational support enhance voice behaviour via voice efficacy. We also examined the extent to which perceived organisational support moderates the effect of voice efficacy on voice such that the effect is stronger when perceived organisational support is high. Using data collected from 401 employees in 91 groups and 53 organisations in China and controlling for psychological safety, we obtained full support for our hypotheses.

Keywords

EfficacyOrganisational supportServant leadershipVoice
Type
Research Article
Information
Journal of Management & Organization , Volume 20 , Issue 4 , July 2014 , pp. 526 - 543
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2014 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Bandura, A. (1997). Self-efficacy: The exercise of control. New York, NY: Freeman.Google Scholar
Bandura, A. (2001). Social cognitive theory: An agentic perspective. Annual Review of Psychology, 52, 1–26.Google Scholar
Bauer, D. J., Preacher, K. J., Gil, K. M. (2006). Conceptualizing and testing random indirect effects and moderated mediation in multilevel models: New procedures and recommendations. Psychological Methods, 11, 142–163.CrossRefGoogle ScholarPubMed
Botero, I. C., Van Dyne, L. (2009). Employee voice behaviour: Interactive effects of LMX and power distance in the United States and Colombia. Management Communication Quarterly, 23, 84–104.Google Scholar
Budd, J. W., Gollan, P. J., Wilkinson, A. (2010). New approaches to employee voice and participation in organisations. Human Relations, 63, 303–310.Google Scholar
Burris, E. R., Detert, J. R., Chiaburu, D. S. (2008). Quitting before leaving: The mediating effects of psychological attachment and detachment on voice. Journal of Applied Psychology, 93, 912–922.CrossRefGoogle ScholarPubMed
Chen, G., Gully, S. M., Eden, D. (2001). Validation of a new general self-efficacy scale. Organisational Research Methods, 4, 62–83.Google Scholar
Detert, J. R., Burris, E. R. (2007). Leadership behaviour and employee voice: Is the door really open? Academy of Management Journal, 50, 869–884.Google Scholar
Edmondson, A. C. (1999). Psychological safety and learning behaviour in work teams. Administrative Science Quarterly, 44, 350–383.Google Scholar
Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level organisational citizenship behaviour. Personnel Psychology, 57, 61–94.Google Scholar
Eisenberger, R., Huntington, R., Hutchison, S., Sowa, D. (1986). Perceived organisational support. Journal of Applied Psychology, 71, 500–507.CrossRefGoogle Scholar
Farh, J. L., Hackett, R. D., Liang, J. (2007). Individual-level cultural values as moderators of perceived organisational support-employee outcome relationships in China: Comparing the effects of power distance and traditionality. Academy of Management Journal, 50, 715–729.Google Scholar
Gist, M. E. (1987). Self-efficacy: Implications for organisational behaviour and human resource management. Academy of Management Review, 12, 472–485.Google Scholar
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York, NY: Paulist Press.Google Scholar
Hox, J. J. (2010). Multilevel analysis: Techniques and applications (2nd ed.). NewYork, NY: Routledge.Google Scholar
Judge, T. A., Erez, A., Bono, J. E. (1998). The power of being positive: The relation between positive self-concept and job performance. Human Performance, 11, 167–188.Google Scholar
Kish-Gephart, J. J., Detert, J. R., Treviño, L. K., Edmondson, A. C. (2009). Silenced by fear: The nature, sources, and consequences of fear at work. Research in Organisational Behaviour, 29, 163–193.Google Scholar
Lam, L. W., Huang, X., Lau, D. C. (2012). Leadership research in Asia: Taking the road less traveled. Asia Pacific Journal of Management, 29, 195–204.Google Scholar
LePine, J. A., Van Dyne, L. (2001). Voice and cooperative behaviour as contrasting forms of contextual performance: Evidence of differential relationships with big five personality characteristics and cognitive ability. Journal of Applied Psychology, 86, 326–336.Google Scholar
Liang, J., Farh, C. I. C., Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55, 71–92.Google Scholar
Mencl, J., Tay, L., Schwoerer, C. E., Drasgow, F. (2012). Evaluating quantitative and qualitative types of change: An analysis of the malleability of general and specific self-efficacy constructs and measures. Journal of Leadership and Organisational Studies, 19, 378–391.Google Scholar
Milliken, F. J., Morrison, E. W., Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don't communicate upward and why. Journal of Management Studies, 40, 1453–1476.Google Scholar
Morrison, E. W., Wheeler-Smith, S. L., Kamdar, D. (2011). Speaking up in groups: A cross-level study of group voice climate and voice. Journal of Applied Psychology, 96, 183–191.Google Scholar
Pituch, K. A., Murphy, D. L., Tate, R. L. (2009). Three-level models for indirect effects in school- and class-randomized experiments in education. Journal of Experimental Education, 78, 60–95.Google Scholar
Podsakoff, P., Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12, 531–544.Google Scholar
Preacher, K. J., Kelley, K. (2011). Effect size measures for mediation models: Quantitative and graphical strategies for communicating indirect effects. Psychological Methods, 16, 93–115.Google Scholar
Raudenbush, S. W.Bryk, A. S. (2002). Hierarchical linear models: Applications and data analysis methods (2nd ed.). Thousand Oaks, CA: Sage Publications.Google Scholar
Rhoades, L., Eisenberger, R. (2002). Perceived organisational support: A review of the literature. Journal of Applied Psychology, 87, 698–714.CrossRefGoogle ScholarPubMed
Selig, J. P.Preacher, K. J. (2008). Monte Carlo method for assessing mediation: An interactive tool for creating confidence intervals for indirect effects (Computer software). Retrieved from http://quantpsy.org/Google Scholar
Settoon, R. P., Bennett, N., Liden, R. C. (1996). Social exchange in organisations: Perceived organisational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81, 219–227.Google Scholar
Shelton, S. (1990). Developing the construct of general self-efficacy. Psychological Reports, 66, 987–994.Google Scholar
Shin, S. J., Zhou, J. (2007). When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator. Journal of Applied Psychology, 92, 1709–1721.Google Scholar
Snijders, T. A. B., Bosker, R. J. (1999). Multilevel analysis: An introduction to basic and advanced multilevel modelling. London, England: Sage.Google Scholar
Tangirala, S., Ramanujam, R. (2008). Exploring nonlinearity in employee voice: The effects of personal control and organisational identification. Academy of Management Journal, 51, 1189–1203.CrossRefGoogle Scholar
Tierney, P., Farmer, S. M. (2002). Creative self-efficacy: Its potential antecedents and relationship to creative performance. Academy of Management Journal, 45, 1137–1148.Google Scholar
Tofighi, D., MacKinnon, D. P. (2011). RMediation: An R package for mediation analysis confidence intervals. Behaviour Research Methods, 43, 692–700.Google Scholar
van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37, 1228–1261.Google Scholar
Van Dyne, L., LePine, J. A. (1998). Helping and voice extra-role behaviours: Evidence of construct and predictive validity. Academy of Management Journal, 41, 108–119.Google Scholar
Walumbwa, F. O., Hartnell, C. A., Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organisational citizenship behaviour: A cross-level investigation. Journal of Applied Psychology, 95, 517–529.Google Scholar
Walumbwa, F. O., Schaubroeck, J. (2009). Leader personality traits and employee voice behaviour: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94, 1275–1286.Google Scholar
Young, R. M., Oei, T. P. S., Crook, G. M. (1991). Development of a drinking self-efficacy questionnaire. Journal of Psychopathology and Behavioural Assessment, 13, 1–15.Google Scholar
Zhang, H., Kwan, H. K., Everett, A. M., Jian, Z. (2012). Servant leadership, organizational identification, and work-to-family enrichment: The moderating role of work climate for sharing family concerns. Human Resource Management, 51, 747–768.Google Scholar
Zhang, H., Zhou, X., Wang, Y., Cone, M. H. (2011). Work-to-family enrichment and voice behaviour in China: The role of modernity. Frontiers of Business Research in China, 5, 199–218.Google Scholar
Zhang, J. X., Schwarzer, R. (1995). Measuring optimistic self-beliefs: A Chinese adaptation of the General Self-Efficacy Scale. Psychologia, 38, 174–181.Google Scholar
Zhang, Z., Zyphur, M. J., Preacher, K. J. (2009). Testing multilevel mediation using hierarchical linear models: Problems and solutions. Organisational Research Methods, 12, 695–719.Google Scholar