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How and When Does Leader Behavioral Integrity Influence Employee Voice? The Roles of Team Independence Climate and Corporate Ethical Values

  • He Peng
  • Feng WeiEmail author
Original Paper
  • 129 Downloads

Abstract

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.

Keywords

Behavioral integrity Team independence climate Corporate ethical values Voice 

Notes

Funding

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.

Ethical approval

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

Informed consent was obtained from all individual participants included in the study.

Supplementary material

10551_2019_4114_MOESM1_ESM.docx (15 kb)
Supplementary material 1 (DOCX 15 KB)

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Authors and Affiliations

  1. 1.Department of Business AdministrationFudan UniversityShanghaiChina
  2. 2.School of Economics and ManagementTongji UniversityShanghaiChina

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