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

Jinyun Duan · Ho Kwong Kwan · Bin Ling

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Abstract

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.

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References

1999Self-Efficacy: The Exercise of Control 1997Self-efficacy: the exercise of control 1985Social Foundations of Thought and Action : A Social Cognitive Theory 1986Self-Reports in Organizational Research: Problems and Prospects 2001Social Cognitive Theory: An Agentic Perspective 1999Psychological Safety and Learning Behavior in Work Teams 2002Perceived organizational support: A review of the literature.1986Perceived organizational support.

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