How and When Does Leader Behavioral Integrity Influence Employee Voice? The Roles of Team Independence Climate and Corporate Ethical Values
- 129 Downloads
Management literature has repeatedly shown that an absence of voice can have serious negative influences on team and organization performance. However, employees often withhold suggestions or advices when they have ideas, concerns, or opinions. The present study proposes leader behavioral integrity as a key antecedent of employee voice, and investigates how and when leader behavioral integrity influences employee voice. Specifically, we argue that leader behavioral integrity affects employee voice via team independence climate. In addition, we propose a moderating effect of corporate ethical values. The results from a study of 134 managers and 408 employees provide support for this moderated mediation model. Leader behavioral integrity positively affects employee voice via team independence climate, but only when ethical values are emphasized in organizations. These results suggest that leader behavioral integrity, along with team independence climate and corporate ethical values, is very important for fostering employee voice.
KeywordsBehavioral integrity Team independence climate Corporate ethical values Voice
This study was funded by National Natural Science Foundation of China (Grant No. 71772047) and National Social Science Foundation of China (Grant No. 1509093).
Compliance with Ethical Standards
Conflict of Interest
All the authors declare that they have no conflict of interest.
All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.
Informed consent was obtained from all individual participants included in the study.
- Bandura, A. (1977). Social learning theory. Englewood Cliffs: Prentice Hall.Google Scholar
- Bliese, P. (2000). Within-group agreement, non- independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research and methods in organizations (pp. 512–556). San Francisco: Jossey-Bass.Google Scholar
- Detert, J. R., Burris, E. R., & Harrison, D. A. (2010). Debunking four myths about employee silence. Harvard Business Review, 88, 26.Google Scholar
- Frone, M. R. (1999). Work stress and alcohol use. Alcohol Research & Health, 23, 284–291.Google Scholar
- Gentile, M. (2010). Giving voice to values. How to speak your mind when you know what’s right. Yale: Yale University Press.Google Scholar
- Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis. New York: Guilford Press.Google Scholar
- Hirschman, A. O. (1970). Exit, voice, and loyalty: Responses to decline in firms, organizations, and states. Cambridge: Harvard University Press.Google Scholar
- Kohlberg, L. (1981). The philosophy of moral development: Moral stages and the idea of justice. San Francisco: Harper & Row.Google Scholar
- Kouzes, J. M., & Posner, B. Z. (1993). Credibility: How leaders gain and lose it, why people demand it. San Francisco: Jossey-Bass.Google Scholar
- Leroy, H., Dierynck, B., Anseel, F., Simons, T., Halbesleben, J. R. B., McCaughey, D., Savage, G. T., & Sels, L. (2012). Behavioral integrity for safety, priority of safety, psychological safety, and patient safety: A team-level study. Journal of Applied Psychology, 97(6), 1273–1281.CrossRefGoogle Scholar
- Litwin, G. H., & Stringer, R. A. (1968). Motivation and organizational climate. Boston: Harvard University Press.Google Scholar
- MacKenzie, S. B., Podsakoff, P. M., & Podsakoff, N. P. (2011). Challenging-oriented organizational citizenship behaviors and organizational effectiveness: Do challenge-oriented behaviors really have an impact on the organization’s bottom line? Personnel Psychology, 64, 559–592.CrossRefGoogle Scholar
- March, J. G. (1971). The technology of foolishness. In J. G. March (Ed.), Decisions and organizations (p.p.253–265). New York: Basil Blackwell.Google Scholar
- Peterson, C., & Seligman, M. E. P. (2004). Character strengths and virtues. New York: Oxford University Press.Google Scholar
- Rokeach, M. (1968). Beliefs, attitudes, and values: A theory of organization and change. San Francisco: Jossey-Bass.Google Scholar
- Schneider, B. (1983). Work climates: An interactionist perspective. In N. W. Feimer & E. S. Geller (Eds.), Environmental psychology: Directions and perspectives (pp. 106–128). New York: Praeger.Google Scholar
- Simons, T., Tomlinson, E., & Leroy, H. (2011). Research on behavioral integrity: A promising construct for positive organizational scholarship. In K. S. Cameron & G. M. Spreitzer (Eds.), Handbook of Positive Organizational Scholarship. Oxford: Oxford University Press.Google Scholar
- Simons, T. L. (2008). The integrity dividend: Leading by the power of your word. San Francisco: Jossey Bass.Google Scholar
- Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41, 108–119.Google Scholar
- Victor, B., & Cullen, J. B. (1987). A theory and measure of ethical climate in organizations. In W. C. Frederick (Ed.), Research in corporate social performance (pp. 57–71). Greenwich: JAI Press.Google Scholar