On-work or off-work relationship? An engagement model of how and when leader–member exchange and leader–memberguanxipromote voice behavior

Xiaoling Song · Wen Wu · Shengyue Hao · Yihua Zhang

33 citations0/0 files storedChinese Management Studies

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Job Satisfaction and Organizational Behavior Labor Movements and Unions Global and Cross-Cultural Management

Abstract

Purpose Drawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship (leader–memberguanxi[LMG]), influence employees’ promotive and prohibitive voice. Furthermore, the study uses procedural justice as the moderator to distinguish the effects of LMG and LMX on employees’ psychological states and voice through a mediated moderation model. Design/methodology/approach The authors use a sample from a private and local company in Southern China to test their theoretical model. Findings The study finds that both LMG and LMX have positive effects on employees’ voice behavior through employees’ psychological states (psychological meaningfulness and psychological safety). Research limitations/implications In a Chinese context, leaders have a more direct and powerful influence on employees than their counterparts in the Western society. Thus, the findings of LMX and LMG may not be generalizable to a Western context. A possible extension is to examine and compare the effects of social context (e.g., off-work leader–member relationship) on voice between the East and the West. Practical implications One important implication is that off-work relationship should be used by managers to encourage employee voice. Originality/value This study enriches the antecedents of voice with a new dimension of leader–member relationship, namely, LMG.

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References

1999Psychological Safety and Learning Behavior in Work Teams 1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.1995PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION.1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 2001Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.2001On the dimensionality of organizational justice: A construct validation of a measure.1988Organizational Citizenship Behavior: The Good Soldier Syndrome.2010Job Engagement: Antecedents and Effects on Job Performance

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