Leader’s integrity and employee silence in healthcare organizations

Hakan Erkutlu · Jamel Chafra

50 citations0/0 files storedLeadership in health services

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Abstract

PURPOSE: Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between a leader's behavioral integrity and employee acquiescent silence. Specifically, the authors take a relational approach by introducing employee's relational identification as the mediator. The moderating role of employee political skill, in the relationship between behavioral integrity and employee acquiescent silence, is also considered. DESIGN/METHODOLOGY/APPROACH: The data of this study encompass 913 front-line nurses from 13 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model. FINDINGS: The results of this study support the negative effect of behavioral integrity on employee's acquiescent silence, as well as the mediating effect of employee's relational identification. Moreover, when the level of employee political skill is low, the relationship between behavioral integrity and acquiescent silence is strong, whereas the effect is weak when the level of political skill is high. PRACTICAL IMPLICATIONS: The findings of this study suggest that healthcare administrators' words and deeds should be consistent while interacting with their subordinates, as it leads to positive interpersonal relationship, which, in turn, lowers employee silence. Moreover, healthcare administrators should pay more attention to the buffering role of employee political skill for those subordinates with low relational identification and higher workplace silence. ORIGINALITY/VALUE: This study contributes to the literature on workplace silence by revealing the relational mechanism between behavioral integrity and employee silence. This paper also offers a practical assistance to employees in the healthcare industry and their administrators interested in building trust and high-quality manager-employee relationship, as well as lowering workplace silence.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.2000Organizational Silence: A Barrier to Change and Development in a Pluralistic World 2001The Role of Trust in Organizational Settings 2007Leadership Behavior and Employee Voice: Is the Door Really Open?2005Potential Problems in the Statistical Control of Variables in Organizational Research: A Qualitative Analysis With Recommendations 2003Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs*2014Employee Voice and Silence 2003THE NORMALIZATION OF CORRUPTION IN ORGANIZATIONS

Cited by

2021Unpacking perceived organizational justice-organizational cynicism relationship: Moderating role of psychological capital 2021Revisiting Behavioral Integrity: Progress and New Directions After 20 Years 2022Leadership Development: Exploring Relational Leadership Implications in Healthcare Organizations 2024Silence in the workplace: what do we know from research?2024Trust in the Leader and Trust in the Organization in Healthcare: A Concept Analysis Based on a Systematic Review

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