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

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  • Duan, Jinyun
  • Kwan, Ho Kwong
  • Ling, Bin

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.

Suggested Citation

  • Duan, Jinyun & Kwan, Ho Kwong & Ling, Bin, 2014. "The role of voice efficacy in the formation of voice behaviour: A cross-level examination," Journal of Management & Organization, Cambridge University Press, vol. 20(4), pages 526-543, July.
    • Handle: RePEc:cup:jomorg:v:20:y:2014:i:04:p:526-543_00
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    Cited by:

    1. Guiyao Tang & Ho Kwong Kwan & Deyuan Zhang & Zhou Zhu, 2016. "Work–Family Effects of Servant Leadership: The Roles of Emotional Exhaustion and Personal Learning," Journal of Business Ethics, Springer, vol. 137(2), pages 285-297, August.
    2. Ying-Ni Cheng & Changya Hu & Sheng Wang & Jui-Chieh Huang, 2024. "Political context matters: a joint effect of coercive power and perceived organizational politics on abusive supervision and silence," Asia Pacific Journal of Management, Springer, vol. 41(1), pages 81-106, March.
    3. Hung-Yi Liao & Kang-Hwa Shaw, 2020. "Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation," Business and Management Research, Business and Management Research, Sciedu Press, vol. 9(3), pages 25-33, September.

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