Servant leadership and employee voice behavior: a cross-level investigation in China

Yigui Xiao

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Job Satisfaction and Organizational Behavior Leadership and Management in Organizations Team Dynamics and Performance

Abstract

This study tested the influence and mechanisms of servant leadership on voice behavior, including the mediating role of psychological safety, and the moderating role of supervisor-subordinate Guanxi. Data were collected from 430 civil servants and their immediate supervisors in Changsha, China. Cross-Level investigation revealed that servant leadership had a significant influence on voice behavior, psychological safety mediated the relationship between servant leadership and voice behavior, while supervisor-subordinate Guanxi negatively moderated the relationship between servant leadership and voice behavior.

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References

1999Psychological Safety and Learning Behavior in Work Teams 1979Servant leadership: A journey into the nature of legitimate power and greatness 1998HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY.2007Leadership Behavior and Employee Voice: Is the Door Really Open?2003Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs*2003An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why*2012Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination 2002Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance

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2020Understanding servant leadership dimensions 2024Feeling safe to speak up: Leaders improving employee wellbeing through psychological safety 2022Employee Voice: A Mechanism to Harness Employees’ Potential for Sustainable Success 2019Why Am I Willing to Speak Up? The Impact of Spiritual Leadership on Employee Voice Behavior

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