Impact of team voice on employee voice behavior: role of felt obligation for constructive change and supervisor expectations for voice

Purpose - Promotive and prohibitive voice behavior is essential for effective team performance and organizational sustainability. However, the existing literature is limited on the role of team voice in predicting employee voice behavior. The authors proposed that team members' voices serve as a cue for engagement in felt obligation for constructive change, which sets the path for employees' engagement in promotive and prohibitive voice behavior. This study further proposed that supervisor expectation for voice may alter the relationship between team voice and felt obligation for constructive change of employees. The authors' proposed model is based on social information processing theory. Design/methodology/approach - The data were collected from 313 telecommunication sector employees and the companies supervisors through a multi-source time-lagged design. Linear regression analysis and the Preacher and Hayes Process for mediation and moderation were used to test the proposed hypothesis. Findings - The results support the direct effect of team voice on promotive and prohibitive voice behavior, and the indirect effect of team voice on promotive voice behavior through the mediation of felt obligation for constructive change was also supported. However, mediation of felt obligation for constructive change between team voice and prohibitive voice behavior was not supported. The results also support the moderation of supervisor expectation for voice between team voice and felt obligation for constructive change. Originality/value - Findings of the study may help organizational practitioners and managers about the value of promotive and prohibitive voice behavior for better team functioning through team voice. The study also highlights the importance of supervisor expectations for voice to strengthen the association between team voice and felt obligation for constructive change among employees. Both dimensions of voice behavior, i.e. promotive and prohibitive voice, are crucial for improved organizational functioning and preventing the organization from harm and loss. Organizations should create environments high on voice behavior to remain competitive and meet the challenges of dynamic business environments.